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EXCEL L ENC E AWAR DS F EATU RE ARTICLE TECHNICAL Q L D WAT E R                                                        

Overall winner: developing a city Sunshine Coast Council transport plan

3D BIM UNDERGROUND ASSETS

Asset Degradation Modelling

Nambour Youth Activity Precinct and RSL War Memorial p.16

Management and protection of underground assets. p.18

Journey to achieve sustainability in business performance. p.35

26 key ‘lessons learnt’ preparing a strategic plan. p.49

ENGINEERING FOR PUBLIC WORKS

ISSUE No.4

www.ipweaq.com


PARTNERS  

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Engineering for Public Works | December 2016


SUPPORTERS  

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CONTENTS   ENGINEERING FOR PUBLIC WORKS | DECEMBER 2016    

»ipweaq » NEWS

»» PRESIDENT’S REPORT............................. P8 »» CEO’S REPORT...................................... p12 »» MEET THE TEAM................................... P14 »» CQ BRANCH PRESIDENT’s REPORT......... P20 »» Young IPWEAQ Chair Report.............. p21 »» SEQ BRANCH PRESIDENT’s REPORT....... P30 »» SWq BRANCH president’s Report...... P48 »» NQ BRANCH PRESIDENT’s REPORT......... p61

»FEATURE » ARTICLES

»» Asset Management Lessons from the Kingdom of Wonder.................... p10 »» IPWEAQ Excellence Awards 2016..... p16 »» Emerging Leaders Series.................. p18 »» Conference Report IPWEAQ Ambassador.......................... p23 »» university outreach program......... p39 »» Hynds’ Best Paper Award recipient, IPWEA NZ........................... p42 »» Conference Report........................... p43 »» DEVELOPING A CITY TRANSPORT PLAN IN AN URBAN GROWTH AREA – LESSONS LEARNT.............................. p49

»QLDWATER » NEWS

»» QLD WATER CEO’s REPORT .......... P32 »» meet the team.......................... P34 »» Asset Degradation Modelling at Townsville Water .............. P35

»»TECHNICAL FOCUS

»» 3D BIM Underground assets.... p26 »» Rehabilitating Victoria Avenue....................................... p44 EDITOR’S NOTE: I am pleased to bring you this special conference issue of Engineering for Public Works! This issue of EPW includes a selection of papers delivered over the two days of the conference. IPWEAQ’s 2016 state conference held at the Brisbane Convention and Exhibition Centre on 8-10 November was our most successful conference to date with more than 330 delegates from 36 councils, 52 organisations and 43 exhibitors. The comprehensive program explored the theme of collaborative engineering across 12 streams, nine keynote presentations and three technical tours as well as two new features, the fireside chat and great debate. Please enjoy this special issue of EPW and all the best to you, your family and colleagues for a very merry Christmas and happy new year from all of us at IPWEAQ. Carlie Sargent Editor

Engineering for Public Works | December 2016


BECOME A MEMBER

JOIN IPWEAQ during December for just $135 (half-year subscription) and receive one month membership for free. Join now!

Thank you

to the Brisbane City Council, our hosts for the 2016 IPWEAQ state conference. This year’s conference was our most successful conference to date and we are thankful for the ongoing support of the local host council. The conference was opened by Councillor Amanda Cooper, Chairman, Infrastructure Committee, Brisbane City Council on behalf of the Lord Mayor, Graham Quirk. Thank you, Brisbane City Council!

A member is anyone actively engaged in the delivery of public works and services in Queensland

Members receive discounts on all conferences (branch and state) and professional development programs including Managing Risks on Lower Order Roads to be launched shortly. Our purpose is to enhance the quality of life for all Queensland communities by advancing the skills, knowledge and resources available to those involved in the planning and provision of public works and services so get involved today!

Membership fees annual

$270 plus GST

under 35 members

$160 plus GST

Don’t forget to use your post nominals: MIPWEAQ (Member) FIPWEAQ (Fellow)

Renew online at www.ipweaq.com/membership Enquiries Carlie Sargent Director | Member Services 07 3632 6801 carlie.sargent@ipweaq.com Engineering for Public Works | December 2016


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INFORMS. CONNECTS. REPRESENTS. LEADS.

IPWEAQ STATE CONFERENCE 2016 PODCASTS A great way to earn professional development hours from your desk or mobile device.

The complete set of 2016 state conference proceedings including keynote presentations, conference features and all sessions in all 12 streams providing up to 12.5 hours CPD (view program here):

Complimentary for paid conference delegates $600 plus GST (member) $900 plus GST (non-member) Individual keynote sessions or streams can be purchased for $100 plus GST (member) $400 plus GST (non-member)

www.ipweaq.com/brisbane

  

Engineering for Public Works | December 2016


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2016 IPWEAQ State conference

Engineering for Public Works | December 2016


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president’s Report It’s now time to reflect upon the year that has just passed. For me, this has been a fantastic year with many achievements to celebrate. As an institute, we have been able to deliver a number of events this year that have brought our members and community of public works professionals together. There are so many highlights but two that stand out to me include playing IPWEAQ bingo at the state conference in Brisbane which led into a brilliant couple of days of discussion and presentations. The second is at the other end of the spectrum - the more modest NQ Branch conference held in Lucinda where I was reminded that a low key conference can also deliver most everything we need to learn from each other. North Queensland is a truly beautiful part of the world and as public works professionals it is our job to lead our communities to protect our state for future generations.

from our leaders. I managed to adapt to the changes presented to me in my role but there were many proposals that I may not have pursued had they not been put to me. In hindsight, the paths I would have taken would have achieved the desired outcomes but I am the first to admit I do not have all the answers. Intervention and redirection from others ensures that we get to the outcome in a more considered and collaborative way. As far as my goal to play a big part of my daughter’s final year of school, I am happy to say I did it. Well she did it too. I participated in homework and study and I attended all major assembles, performances, the formal, parties and graduation ceremonies. What was of most value to me though was the daily 40 minute drive to school where I could just talk with her. I know I will look back at this year and be satisfied that I did everything I could to be part of her year.

Congratulations to all other members who also saw their child through Year 12. It’s quite an achievement. Congratulations also to all our excellence and other award and scholarship recipients throughout the year. And a special thanks to our staff – at IPWEAQ, qldwater – and volunteers on Working Groups and branch committees that are tireless in their efforts for IPWEAQ. Without our staff and volunteers nothing would happen. If you would like to volunteer in some way but you are not sure how, I would be happy to discuss the options with you and we might even come up with some new ideas. I also want to thank all of our Partners, sponsors and exhibitors because without them we just could not do what we do. It’s been a great year because of the loyal, enduring partnerships we have forged.

Back in my March President’s Report, I predicted change and declared my goal for the year to be present at all of my daughter’s major events for her final year of high school.

Well Christmas is now upon us along with holidays and then a new year. My best wishes and thoughts are with you all.

As far as predicting change, it is so inevitable these days it’s a safe prediction to make. During the year there was plenty of change with many of us receiving new direction

Joe Bannan President

Engineering for Public Works | December 2016

Safe holidays and see you next year.


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2016 IPWEAQ Stat e conference Conference photos will soon be available in our new Knowledge Centre. We invite you to tag yourself and colleagues to create a collection of memories for you and your council/employer.

M

. k

I

Engineering for Public Works | December 2016


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Asset Management Lessons from the Kingdom of Wonder  

FEATURE ARTICLE                                    

Gavin Blakey OAM, Chair of Board, Engineers Without Borders g.blakey@ewb.org.au Last year I spent 10 months living and working in Cambodia, a country known as “The Kingdom of Wonder”, and it lived up to its name. Cambodia’s most famous attraction is Angkor Wat, the world’s largest religious monument. Built over a thousand years ago, Ankor Wat is an engineering marvel. Khmer people who lived at Angkor were able to engineer the distribution of water meticulously and systematically across the landscape on an enormous scale (Roland Fletcher et al). These impressive water engineering works sustained the Khmer empire for centuries. Fast forward to 2015. Fibre to the home is available in the Cambodian capital Phnom Penh where I had very fast 75 Mbps upload and download speeds. That’s much faster than my home in Brisbane! The downside is 80% redundancy in the telecommunications network cabling because every time a new

subscriber is added, another cable is added to the overhead wires. The ingenuity of the Cambodian people is inspiring. Most of the population has very little material wealth so they are very creative in their solutions. An example is forging 25mm diameter reinforcing bars into crowbars. Another is the loads they carry on motorbikes and the way they balance those loads has to be seen to be believed. I worked with Engineers Without Borders Australia (www.ewb.org. au) as their in-country manager for Cambodia and Vietnam. It was an extraordinary experience working with a team of young Australian and Cambodian professionals dedicated to connecting, educating and empowering people through humanitarian engineering. We worked with partner organisations in rural communities to improve access to water supply and sanitation, particularly in schools and health facilities. We worked with non-government organisations in urban areas to support housing opportunities for families without land tenure, and we established a social business (ATEC) thanks to funding from

Engineering for Public Works | December 2016

Google to enable rural families to have access to a sustainable solution for generating methane for cooking and fertilizer for agriculture. ATEC is now manufacturing and installing Biodigesters in Cambodia and this engineering solution is helping to improve the health, education and livelihoods of rural families. One of the key lessons I learned during my time in Cambodia was the importance of putting people at the centre of the solution. We worked with people in rural communities on solutions that they developed. For example we worked with people with disabilities, the elderly and pregnant women to enable access to sanitation. Finding solutions using human centered design took longer, but the solutions were appropriate for each circumstance and empowered the communities involved. Involving people in creating the solution and using technology appropriate to the circumstances was central to success. We called it app tech. Phnom Penh is about the same size as Brisbane and has no sewage treatment plant! Sewage is discharged into an enormous natural wetland and then


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overflows into the Bassac River which flows into the Mekong River. When I was in Cambodia, there was only one sewage treatment plant. It was in Siem Reap and was not working due to a collapsed sewer main. My time in Cambodia reinforced how fortunate we are in Australia to have access to world class infrastructure and the important role that engineers play in enabling the health and wellbeing of the community. There are no engineering standards in Cambodia. At the moment constructors can build to whatever standard they choose. Overview Cambodian engineers like Dr Moni are leading changes to enable consistent standards to be applied in Cambodia. This is an area IPWEAQ and IPWEA have been leaders in Queensland and Australia. The value of standards

Overview

Table of Contents Section

and guidelines is perhaps most obvious in their absence. I feel grateful to members and staff of IPWEAQ and IPWEA for their dedication in continuing to enhance the way engineering is applied in our communities.

As a result, our profession will leverage its expertise to create significant social value for communities and the profession, going well beyond the value currently created through core businesses activities.

IPWEAQ members are making a real difference in their communities through their contributions in their role in the engineering profession. There are opportunities to extend that influence through pro bono or volunteer projects. These projects would create social outcomes by enabling improved access to engineering and related technical expertise, locally, nationally and internationally.

IPWEAQ and its members are informing, connecting, representing and leading the public sector works sector in Queensland. Working in Queensland, Australia, and overseas my experience has reinforced the importance of engineering in enabling communities.

Engineers Without Borders’ vision is for pro bono work to be embedded into Australian engineering culture and practice.

I’m also in awe of our engineering colleagues in Cambodia and other developing nations who are forging solutions so that so that everyone has access to the engineering knowledge and resources required to lead a life of opportunity, free from poverty.

Page

We are EJ

3

A Legacy is Cast

4

Product Lines

5

Capabilities

6

Environmentally Friendly

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Welcome to our newest Partner, ej! ej is the world leader in the design, manufacture Overview and distribution of access solutions for water, sewer, drainage, telecommunications and utility networks worldwide. With ingenuity and craft, ej has shaped molten iron into products that serve as the infrastructure of neighborhoods, villages and cities. ej is a global enterprise spanning five continents promoting innovation, quality and a commitment to customer service. We are very proud and pleased to be associated with our Partners and look forward to working with ej.

Mission

Engineering for Public Works | December 2016 Vision Values


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CEO’s Report An extremely busy year for all of us was capped off with a successful state conference in Brisbane last month. At this year’s event we introduced a few new concepts including IPWEAQ Bingo at the welcome function, the fireside chat offering centre stage to three of our emerging engineers and the great debate, ‘women make better engineers than men’ which closed the conference and through live polling declared the affirmative team the winners with 75% of the vote. Michael Pascoe did a brilliant job as moderator of the debate and noted that a woman has in fact ‘made’ all engineers, a point not picked up by either team. Michael was also MC for the entire conference and delivered an interesting keynote presentation about our economy. He thoroughly enjoyed being involved and learnt a lot about engineers and what is special about the public works sector, in particular our sense of community. We hope to have Michael back again next year in Townsville. Also new this year are the conference podcasts including all keynote and plenary sessions and all presentations delivered in all 12 streams plus delegate and exhibitor interviews. These will be made available to paid conference delegates shortly and will be available to other

members who were unable to attend the conference for a ‘digital conference’ registration fee. The podcasts represent up to 12.5 hours of CPD. Many of you have contacted us keen to access these as soon as possible and we are busily developing the platform that will not only house the podcasts but enable key word searchability through proper cataloguing which requires detailed analysis of the content. To achieve this, we have engaged an experienced digital librarian, our new Information Resources Manager, Robyn Edmanson. Almost everyone who has contacted us for the podcasts has specifically mentioned a keenness to listen again to the keynote from Stefan Hajowkicz, CSIRO scientist whose presentation on mega trends emphasised the dramatic nature of our changing world. Stefan’s key take away was to be prepared to “rattle the cage” ie be prepared to challenge the status quo and not just follow past practices if they no longer serve you or your organisation. History is an interesting study and a good reference point but the past is not the future. If you should remain there – stuck in the past, the world will move on without you; it is as certain as death and taxes. History is also littered with stories of people and organisations that failed to adapt to change and became irrelevant. The worst reason for doing anything is,

Engineering for Public Works | December 2016

‘because this is how it has always been done’. In the new year, we will also be launching our new Knowledge Centre which will include full searchability of (paper) conference proceedings, articles published in our journal, presentations made at all branch conferences and the podcasts, and additionally, Robyn will source other relevant sector articles from Australia and overseas. This will be a valuable resource only accessible for IPWEAQ members and on a subscription basis for other IPWEA division members. So please check to ensure your membership is current. In the new year, you will be able to set up an auto debit facility to ensure you continue to be a part of our vital community. Professional development is also high on our agenda for 2017. We will be developing new programs and revising many of our traditional courses with new content and new delivery modes including podcasting to ensure members in outer regions are not disadvantaged. We recently signed a cooperative agreement with the ARRB Group to share our respective strengths in particular areas of training for the benefit of our respective members. This continues the theme of the 2016 conference into 2017 as we collaborate by focussing our efforts and saving resources by not reinventing what is already


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developed to a high standard. The ARRB Group are recognised leaders in roads and transport and we are recognised leaders in understanding the specific needs of the public works sector in Queensland – the two are highly compatible as are our core values. Every day I get to come to work for you - our members, Partners,

council Supporters and sponsors - with the most amazing team of people. I am so grateful for their contribution, energy and enthusiasm with unwavering focus on what we need to do to support what you do ie make Queensland great(er). Thank you, Carlie, Craig, Ross, Erin, Jeannette, Tom and Robyn! And thank you also to our incredible members of the

board led by Joe Bannan – they are forward-thinkers and proactive and realise there is no time for us to stand still or look backwards. Next year is going to be full of great initiatives for IPWEAQ and we are glad to have you together with us for the journey. Leigh Cunningham CEO

Following on from the success of IPWEAQ 2016 held in Brisbane, November 2016, we invite you to join us at the

TOWNSVILLE EXHIBITION & CONVENTION CENTRE 24-26 OCTOBER 2017

EARLY REGISTRATIONS OPEN MARCH 2017

Please note that cancellations with full refunds are available up to one month prior to the event and registrations are also transferable.

SUSTAINABILITY THROUGH INSPIRED LEADERSHIP AND COMMUNITY ENGAGEMENT

Engineering for Public Works | December 2016


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meet the team CARLIE SARGENT | Director, Member Services Carlie.Sargent@ipweaq.com

Carlie manages the IPWEAQ Excellence Awards, Member Services and the RPEQ Assessment Scheme. Carlie has held a number of roles in professional associations, most recently with CPA Australia as the Queensland Director and Corporate Social Responsibility Manager and was previously the Manager of the Institute of Management Consultants.

ROSS GUPPY | Director, Technical Products Ross.Guppy@ipweaq.com

Ross has over 30 years’ experience in the road and transport infrastructure sector, including 28 years with the Queensland Department of Transport and Main Roads (TMR). During Ross’s time with TMR, he held various specialised engineering and senior executive roles, and was accountable for managing the Technical Documents Program.

CRAIG MOSS | Director, Professional and Career Development Craig.Moss@ipweaq.com

Craig has worked in the civil infrastructure industry since 1985, including senior roles in the government and private sectors. He combines 19 years’ practice as a technical professional with 12 years’ experience as a learning and development specialist to assist in the enhancement of practical knowledge and skills that benefit the individual and the employer.

ERIN KNUDSEN | Office Manager and Professional Development Coordinator Erin.Knudsen@ipweaq.com

Erin has worked in the training industry for the past 14 years for both private and government organisations. She has held a unique combination of experience in teaching, management, administration, training development, compliance and consulting. She has successfully implemented innovative professional development and certification programs. Erin will work closely with our new Director Professional & Career Development, Craig Moss to develop and implement IPWEAQ’s new program.

JEANETTE SAEZ | Director, Finance and Administration Jeanette.Saez@ipweaq.com

Jeannette has over 26 years bookkeeping/finance experience in both the private & government sectors. In 2000 she launched her own finance and administration consultancy which services a range of clients including IPWEAQ, Marling Group and Muir Marine Qld to name a few.

Robyn Edmanson | Information Resources Manager Robyn.Edmanson@ipweaq.com

Robyn has worked as a Law/Business or Research Librarian in the Academic, TAFE, and Special Libraries for about 14 years. She has been an Associate Certified Professional of the Australian Library and Information Association (ALIA) for about 10 years and is currently undertaking a Doctorate in Professional Studies.

Engineering for Public Works | December 2016


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IPWEAQ Excellence Awards 2016  

FEATURE ARTICLE                                    

AND THE WINNER IS ... The Sunshine Coast Council received the top honour of overall winner for the Nambour Youth Activity Precinct & RSL War Memorial. The project transformed an underused site, originally identified to be developed as a carpark, into a significant social community asset. The site is now a modern urban street plaza with a twist. Themed and characterized by industrial relics from Nambour’s rich European heritage, the project hosts a memorial that cleverly integrates the untold stories of the local heroes from the First and Second World Wars. It creates a place that re-connects the community in a location that is safe for all age groups, provides elements that evoke the users’ imaginations and emotions, while combining active outdoor activities with modern technology.

With such diverse considerations, this project presented a unique opportunity, which called for a unique approach. Council embarked on the road less travelled by internally managing a collaborative multidisciplinary approach including:  Landscape architects  Youth services professionals  Traffic and transport engineers  Structural engineers  Steel fabricators  Electrical engineers  Hydraulic engineer

The challenges of this project included weaving in local history, design and infrastructure to withstand flooding, balancing user needs for both the skate park and the adjacent memorial, increasing active recreation and including modern technology. Engineering for Public Works | December 2016

 Surveyors  Skate park design specialists  Play consultants. The iconic industrial relics (cogs) that now form an integral part of the Youth Activity Precinct’s infrastructure were once an operational component of Nambour’s Moreton Sugar Mill. Stored in Bundaberg for many years the cogs were finally relocated back to Nambour and the theme of the cogs have been woven through every element and structure of the precinct’s landscape infrastructure.


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One of the distinguishing features of this project was locating a RSL memorial adjacent to the skate park, bringing together opposite ends of the demographic spectrum. The Heroes’ Walk pays tribute to the regions fallen heroes and incorporates an emotive message for all to pay heed - “We gave our

today for your tomorrow”. Through the construction of this facility it is further intended that economic opportunities will become available to the existing businesses of Nambour. Enabling local businesses to leverage from the flow of new visitors and

expand into the tourism industry by providing ancillary services and products. This in return is envisaged to provide new employment openings for the local community.

NOTE: INTERNAL TREE PLANTING HIDDEN FOR IMAGE CLARITY

Engineering for Public Works | December 2016


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Emerging Leaders Series  

FEATURE ARTICLE                                    

Dwayne Honor, Manager Design, Bundaberg Regional Council Dwayne Honor is no stranger to awards. Earlier this year he was awarded a Churchill Fellowship by the Winston Churchill Memorial Trust to research lessons learnt from extreme storm surge and recently travelled to the Philippines and USA to investigate best practice internationally. Dwayne presented his findings at the IPWEAQ 2016 state conference and his paper will appear in the March 2017 issue of EPW. Dwayne was at the forefront of disaster relief efforts after floodwaters broke the banks of Bundaberg’s Burnett River in

January 2013. He had been leading a flood study of the Burnett River at the time of the floods so he was the obvious choice to provide information to rescue workers. His earlier research along with his disaster relief management work led to the creation of a public flood gauge mapping tool, for which he received the IPWEAQ Award for Innovation in 2014 and prior to that was awarded IPWEAQ’s Young Engineer of the Year in 2013. He was then chosen as the Queensland representative for Young IPWEA. Dwayne says that researching the impact of the floods was a defining career moment for him and also helped him realise the value of his IPWEAQ involvement. He had been a regular attendee at state

Engineering for Public Works | December 2016

and branch conferences and built up a strong network of colleagues which he consulted with during the long days working on flood relief. He was awarded the Young IPWEA Emerging Leader Award at the 2015 Rotorua International IPWEA conference and he was also selected as the winner of best paper at the New Zealand conference in 2014. Dwayne has now handed over the Chairing of Queensland Young IPWEA to Celisa Faulkner (Chair) and Ashlee Adams (Vice-Chair) but remains a member of the IPWEAQ Board. Keep an eye out for Dwayne’s paper on the findings from his international research tour in the next issue of EPW.


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Public Works Technical Subscription Benefits (SUBSCRIBERS ARE RECOGNISED AS ‘SUPPORTERS’ OF IPWEAQ)  Full access to Standard Drawings which can be shared with constituents. (value $900 per individual user)

 Free job advertisements in ‘Connect’ our fortnightly e-news service (value $200 per advertisement)

 Your employees will receive a 10% discount on their annual IPWEAQ membership subscription (value $30 per employee)

 Your logo on the IPWEAQ website linked to your website

 One Council delegate to attend one branch conference (value $330-$660) plus the state conference (value $1,650-$1,980) each year  Complimentary subscription to the Lower Order Road Design Guidelines (LORDG) (value $200-$500 each year)  Discounted rates to purchase IPWEAQ technical products including ADAC, Complete Streets and QUDM (up to 15% discount)

 Opportunity to include notices in ‘Connect’ our fortnightly e-news service  Opportunity to publish articles in our quarterly e-journal ‘Engineering for Public Works’

$4,000 (plus GST)

 Phone 07 3632 6801  carlie.sargent@ipweaq.com

Engineering for Public Works | December 2016


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CQ Branch President’s Report Our annual CQ Branch Technical Forum was held again in Rockhampton, 13-14 October 2016 with thanks again to our hosts, Hastings Deering. The Forum started with golf and drinks at Rockhampton’s legendary Criterion Hotel. The program this year included presentations from two CQ University (CQU) engineering students to further our program of supporting and encouraging recent graduates and final year students. Alex Chapman delivered a presentation on stormwater quality improvement for the Reddan Street drain and Lachlan McMurtrie provided delegates with an update on the Rockhampton Riverbank Revitalisation Project. Celisa Faulkner of the Gladstone Regional Council offered us her personal perspective on what it is like for women in engineering balancing family and career aspirations. We are very proud of Celisa who is a member of the CQ Branch committee and has since been appointed IPWEAQ’s Chair of the Young IPWEAQ program which was announced at the state conference. You will notice an

inaugural report from Celisa as Chair on page 21 of the journal. Celisa was also nominated for ‘Woman in Engineering’ at the recent excellence awards. The CQ Branch continued to lead the way with another announcement at the state conference for a new role, ‘IPWEAQ Ambassador’ awarded to Jessica Kahl, a final year engineering student at CQU. Jessica was chosen by CQU as its inaugural recipient under IPWEAQ’s new University Outreach Program. Five universities across Queensland were invited to participate with the recipient receiving a complimentary registration and travel to the state conference held in Brisbane 8-10 November 2016. Jessica impressed with her keenness and exemplary conduct, energy and ambition honouring the terms of the scholarship and exceeding what was expected of her. And as a result, this role was created to ensure Jessica continued her involvement. Jessica’s report on her conference experience is on page 23 of the journal. We are hoping to discover other younger engineering students and recent graduates to

appoint as ambassadors. And last but certainly not least of the accolades for the CQ branch – Paul Keech, Director of Engineering Services at Gladstone Regional Council was chosen as Engineer of the Year at the 2016 excellence awards. Congratulations, Paul! You will notice throughout this report the constant reference to ‘new’ and ‘inaugural’ which is a reflection of IPWEAQ’s growth and vision for the future. There are a lot of new initiatives to be rolled out in 2017 so be prepared to see these words repeated throughout the year. It is an exciting time to be involved as we forge a new, stronger presence. You will shortly receive a Call for Papers for the next CQ Branch conference to be held in Yeppoon, 23-25 March 2017 so please be sure to submit an abstract for your projects and case studies and register early. I look forward to seeing you then. And a very merry Christmas to you and your family. Craig Murrell CQ Branch President

Our members enjoy a

strong sense of community through our proactive branch network.

CENTRAL QUEENSLAND BRANCH

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Young IPWEAQ Chair Report It is with great excitement that I say Hi to you for the first time as the Chair of the Young IPWEAQ (YIPWEAQ) program. I proudly stand alongside Ashlee Adams as the newly appointed Vice Chair. We have some very big shoes to fill in that of Dwayne Honour who has done an extraordinary job as the Qld chair. Thank you for all your hard work Dwayne! With my first meeting with other Young IPWEA Division Chairs done and dusted, it has really highlighted that our geography presents many challenges, and opportunities, to engaging with our younger members. This is the primary reason that each of the four branches that make up the QLD division have been assigned a YIPWEAQ committee representative. This helps ensure that younger members are involved in the day to day operations of our local branches and fosters a grass roots approach to everything we do. Your thoughts and ideas are very valuable so please share with us,

even the crazy ones. To support our YIPWEAQ members, we have recently completed a targeted survey to understand how we can better connect and communicate with them. A summary of some of the findings is below:  58% of them joined IPWEAQ because it was recommended by a trusted colleague or existing member;

who are often working in isolated areas and rely heavily on this forum for learning and support. Local conferences were found to be important for networking and help to overcome the feelings of geographic isolation while also gaining valuable Continuing Professional Development (CPD) which can be difficult to access in regional communities.

 100% prefer communication via email followed by direct contact at events; and

These results have given us a baseline for how we better engage and provide development opportunities for our younger members. A big opportunity is to better connect with our regional and remote areas through the use of technology, which will also assist all our members. You will see more and more technological initiatives being utilised through various events, training and website.

 Over 50% prefer monthly communication compared to other timeframes.

On that note I wish you all a very Merry Christmas and see you in the New Year!

In general comments the “Ask Your Mates” forum was a strong benefit to younger members

Cheers Celisa Faulkner

 79% are happy with the benefits offered to them through membership;  95% would recommend IPWEAQ membership to friends and colleagues;

YOUNG IPWEAQ PROGRAM

INFORMS. CONNECTS. REPRESENTS. LEADS.

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INFORMS. CONNECTS. REPRESENTS. LEADS.

Young IPWEAQ program 1. University outreach program

Final year civil engineering students with a keen interest in public works will be chosen by their participating university to receive a complimentary registration to the IPWEAQ state conference (valued at $1,980). Following the conference, students will submit a report of up to 1,000 words on the conference, the program and streams, their learnings, interactions and their overall experience being a part of our community. These papers will be published in the December issue of Engineering for Public Works. Participating universities include JCU, CQU, UQ, USQ, QUT.

2. Young Engineer of the Year award

Announced each year at our excellence awards.

3. Career Development

Please contact Craig Moss, IPWEAQ Director Professional & Career Development to discuss your career in public works. Craig will devise a program for you including a professional development path, mentoring and steps to progress to RPEQ and maintenance of your registration.

5. Networking

IPWEAQ offers multiple opportunities each year for members to network with peers including branch conferences and Technical Forums and the state conference which features innovative networking forums.

6. Scholarships 4. Fireside Chat

It is important to ensure a transfer of knowledge and experience between our senior members and our members Under 35 and recent graduates. The ‘fireside chat’, to be launched at the 2016 state conference in Brisbane will feature a senior, IPWEAQ Emeritus member interviewed by U35 members. We’ll learn about our senior engineer’s journey, the changes he has seen in public works in Queensland, his favourite projects and why, and those he would prefer to forget.

Various scholarships are available each year including branch scholarships and international study tours for members to travel abroad to review innovative solutions to public works issues and their applicability to local conditions. Please refer to our Scholarships and Awards program.

Members under age 35 receive a 40% discount on their membership (valued at $110) and a 20% discount on their registration for the state conference (valued at $300).

   Engineering for Public Works | December 2016

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Conference Report IPWEAQ Ambassador

FEATURE ARTICLE                                     on a large scale generally comes with industry experience.

AMBASSADOR

Jessica Kahl IPWEAQ Ambassador Patterns of change are shaping our future and the roles of which diversity and inclusivity play in building communities. I’m proud that Australia is an ethnically diverse country and that organisations such as IPWEA are investing in students like myself to attend synergetic conferences which determine the public works of our communities. Perceptions from people in the community is crucial in ensuring public spaces are designed with a foresight of purpose. The collaborative engineering theme of the conference supported the notion that engineering has become equally entwined with soft skills and technical competence. These skills are practiced in university with project based learning, however, the opportunity to experience an application of these

The IPWEAQ Conference did a fantastic job of resourcing a program which reflected integrated planning, building together, working smart, innovation, design strategy and leadership themes. The conference also included a trade exhibition which featured 52 organisations. Having the opportunity to engage with the presentations of Queensland Public Works was invaluable; an opportunity every student and emerging engineer should seize without hesitation. The comprehensive program developed by IPWEAQ delivered technical streams and leadership development experiences which is beneficial to anyone within the engineering sector. I’d like to share some of the amazing experiences and pointers that I gained from attending the conference on 8-10 th November 2016. History is important: Learn from the past to create the future The dreams of the future can only be better than the past if we revisit lessons learnt. This belief was reiterated in many presentations throughout the conference, particularly within the facilities walking tour of Brisbane.

The walking tour provided an opportunity to experience the behind-the-scenes work of several Brisbane City Council operations such as the South Bank Parklands, Traffic Management Centre and City Hall. The most momentous experience being the structural tour of the City Hall dome in King George Square. Historically, the City Hall was the 2nd largest project completed in Australia after the Sydney Harbour Bridge. After being discovered in 2009 that the building suffered from severe structural problems, a three-year restoration was undertaken until 2013. Remediation work included structural works to building interiors, the dome and auditorium and conservation of the original heritage. An excellent example of communities coming together in a $215 million restoration project to preserve heritage. 1.1 G  lobal Megatrends and Innovation Imperative Dr Stefan Hajkowicz, principal scientist at CSIRO, gave a fascinating keynote address about his work in the field of strategic foresight at Australia’s national science agency. Hajkowicz has devoted his career to helping governments, companies and communities understand patterns of change to leverage future

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predictions. He was recently appointed to the World Economic Forum’s Global Strategic Foresight Community in New York to share ideas about the future of the world. In the keynote address, Stefan spoke widely about the innovation imperative, energy supply and demand, the pandemic of physical inactivity, Uber’s start up success, the innovator’s dilemma and much more. This presentation was not only amazing and impressive, but a testament to Brisbane for engaging Stefan as an active participant in the city’s fastgrowing knowledge and creative community. If you want to be on the forefront of innovation, Dr Stefan Hajkowicz should be at the top of your list! 1.2 B  risbane Airport: New Parallel Runway Project The Brisbane Airport Corporation is in safe mode with Paul Coughlan ensuring the runway project takes off in full flight by 2020. Paul Coughlan, the Project Director for the Brisbane Airport’s New Parallel Runway (NPR), is responsible for the successful delivery of the $1.4 billion project. He specialises in project governance, design and programme, contract procurement, cost control, risk management, airline negotiations, government approvals, stakeholder and community engagement. With the Project now being under Stage 2 construction, Paul discussed some challenges his team has overcome and will face with the Site Access of Seawall Works, Dryandra Road Works and Airfield Works. Paul is a strong believer of employing for character, attitude and initiative with the goal of training talent; and of ensuring you work with a buddy. This specifically included checking for team sport hobbies on resumes

which involved collaboration. He told an encouraging story of a young engineer in his team who trialled a successful environmental site plan for $60k, which in turn, saved about $10 million for the project. A question from the audience confirmed the engineer received a pay rise. The presentation was chock-a-block of project experience and people management advice. It was a pleasure to catch up with Paul afterwards to ask about career pointers, only to be offered a coffee catch up in January! I’ll soon find out what type of coffee keeps Paul grounded. 1.3 IPWEAQ Excellence Awards The IPWEAQ Gala Awards Ceremony and Dinner consisted of Excellence awards for people categories and project nominations. I was fortunate enough to spend some time with Angela Fry, GHD Toowoomba & SW Manager, who received the IPWEAQ Woman in Engineering award. Angela has 18 years of experience as a Civil Engineer and Project Manager which includes experience at Toowoomba Regional Council, Department of Transport and Main Roads and in private industry. From speaking to her peers at the conference, I have heard nothing by praise for her determination, hard work and exceptional character. I think Angela is a true inspiration for many young ladies in the engineering profession.

action. Dwayne Honor, Bundaberg Regional Council Manager of Design, was awarded the IPWEAQ Young Engineer of the Year in 2013 for his flood recovery efforts in the Bundaberg region. In 2015, Dwayne was also awarded a Churchill Fellowship from the Winston Churchill Memorial Trust of Australia to pursue community resilience strategies that represents collaborative community feedback. His trip overseas with the Churchill Fellowship had key research objectives which included identifying impacts and learning’s from extreme storm tides in the Philippines and the United States. The trip subsequently included an implementation of risk mitigation and adaption techniques in Australian communities. Dwayne’s passion to develop communication strategies for the public ensures the process is readily available and transparent and that the options assessment is driven by community input and engagement. The successful community consultation undertaken has resulted in a set of floodplain risk management options which strives to enhance flood resilience, community mitigation methods and local education to save lives in the event of a disaster. I have no doubt that Dwayne’s wonderful work will inspire others to take up the mantle and implement many key lessons from extreme storm tide surge events. He is riding the wave for national change.

1.4 Community Resilience in Floodplain Risk Management ‘When disaster strikes, the time to prepare has already passed’ seems to be the perfect quote to describe the powerful message Dwayne Honor conveyed in his presentation about community

1.5 T  MR Current and Future Networks Julie Mitchell, Chief Engineer at the Department Transport and Main Roads, oversees a branch of 340 professional, technical and support staff which focus on guiding and supporting the

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ever-growing operation of the state-controlled road network. Her advice about career progression is in parallel to her go-getter attitude of “it’s better to try and fail, then to never try it at all.” Julie spoke about the importance of advancing standards to align with the innovation of autonomous vehicles, engaging big data to solve problems and the future research initiatives of pavements. Having a final year thesis project which tests the development of railway sleepers with Recycled Concrete Aggregate (RCA), the recent research success to date about Crumb Rubber Modified (CRM) binder and High Modulus Asphalt (EME2) was of significant interest. She placed an emphasis on trailing prototypes for innovative road surfacing in the Transport Infrastructure Product Evaluation Scheme (TIPES). Julie claimed that she needed a cute dog video to engage an audience, however, I think she did a mighty fine job of sharing her own career journey and achievements within TMR as Chief Engineer. I look forward to staying in touch with this amazing woman. 1.6 T  he Great Debate: Do women make better engineers than men? The pinnacle of good humour was employed by an affirmative and negative team which presented arguments suggesting that “us girls actually make better engineers” and that “women just can’t hack it as engineers.” Some sarcastic comments were thrown between teams: • “So trust me I’m an engineer: we are going to convince you, a room full of male engineers that us girls actually make better engineers”

• “ Our female engineers have endured a tough journey to get to where they are today in this male dominated profession” • “ The statistics clearly demonstrate that women don’t like engineering” • “ The male engineer’s ability to ignore all distractions allows superiority in the engineering profession” but “women are notorious for spreading their attention to a new skill: chatting to other team mates”

and increased my LinkedIn connections, but have joined an ambitious community of engineers who are pushing barriers and breaking glass ceilings. The theme of collaborative engineering has pushed thinking, it has allowed exploration of learnings from the premier gathering and collective innovation which ensures public works represent a combination of accomplishments of past, present and future.

• “ Two questions: how many and how many great female engineers do you guys employ? I’ve got the answer. None and no.” • “ Australia’s Top 100 Most Influential Engineers: Building stuff and designing stuff: no. No women. I rest my case; there’s the evidence. I think Engineers Australia should rebrand to ‘Top 100 Best Male Engineers’.” It was concluded that a “vote YES” sends the message that we not only acknowledge the journey, but we also respect that female engineers bring a different skill set to the table that we can learn from. The renowned Michael Pascoe then enlightened us that “both teams debated like engineers; they were pretty linear.” “They missed the chance to redefine the topic or to use the definition: women make better engineers than men. I’ve never met an engineer that wasn’t made by a woman!” An absolutely epic debate and conclusion to a great conference! The IPWEAQ Conference was an absolutely amazing event to attend as an emerging professional. Not only have I gained valuable networks in the engineering community

Jessica Kahl with Angela Fry, 2016 Woman in Engineering award winner.

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The Queensland  Department  of  Transport  and  Main  Roads  manages  the  process  f underground  assets  such  as  road  lighting,  traffic  signalisation,  stormwater  drainage structures.  It  also  manages  the  process  for  third  party  public  utility  plant  asset  owne within  the  boundaries  of  State-­Controlled  Road  Corridors.    

Having accurate  information  is  the  most  valuable  commodity  to  have  for  the  manag underground  assets.  Implementing  a  Three  Dimensional  (3D)  Building  Information   underground  assets  provides  a  process  for  obtaining  and  managing  that  accurate  i provides  a  collaborative  process  that  contains  all  the  varied  elements  and  their  func one  coherent  system  of  3D  electronic  models  as  opposed  to  separate  sets  of  draw Noel  Davidson   Assets  involves  the  generation  and  management  of  a  digital  3D  representation  of  u true  shape,  location  and  their  functional  characteristics.  3D  BIM  Underground  Asse of  Planning,  Design,  Construction  and  Asset  Management  functions.  Over  time,  3D Queensland  Department  of  Transport  and  Main  Roads  manages  the  process  for  installation  of  their   will  reduce  the  current  reliance  on  using  poor  records  obtained  from  the  different  as rground  assets  such  as  road  lighting,  traffic  signalisation,  stormwater  drainage  systems  and  retaining     FEATURE ARTICLE                                     through  the  referral  service  Dial  Before  You  Dig  (DBYD),  Local  Authorities  and  des ures.  It  also  manages  the  process  for  third  party  public  utility  plant  asset  owners  installing  their  assets   Department  of  Transport  and  Main  Roads.  This  information  is  usually  two  dimensio  the  boundaries  of  State-­Controlled  Road  Corridors.     geo  referenced,  and  is  often  very  inaccurate.  Under  the  Australian  Standard  AS548 Noel Davidson of a digital 3D representation to separate 2D drawings. This g  accurate  information  is  the  most  valuable  commodity  to  have  for  the  management  and  protection  of   Subsurface  Utility  Information  (SUI),  their  quality  level  only  meets  Quality  level  D  (t of underground assets physical allows a designer to easily and Principal Advisor rground  assets.  Implementing  a  Three  Dimensional  (3D)  Building  Information  Modelling  (BIM)  system  for   true shape, location and their quickly carry out a redesign to (Survey Program), TMR Implementing  3D  BIM  Underground  Assets  provides  four  main  benefits.   rground  assets  provides  a  process  for  obtaining  and  managing  that  accurate  information.  3D  BIM   functional characteristics. 3D BIM eliminate design clashes. Underground Assets incorporates des  a  collaborative  process  that  contains  all  the  varied  elements  and  their  functional  characteristics  all  on   Benefit  1:  Eliminating  Design  Clashes   The Queensland Department four phases of Planning, oherent  system  of  3D  electronic  models  as  opposed  to  separate  sets  of  drawings.  3D  BIM  Underground   of Transport and Main Roads In  the  Design  phase  3D  electronic   Design, Construction and Asset s  involves  the  generation  and  management  of  a  digital  3D  representation  of  underground  assets  physical   manages the process formodels  enable  collaboration  between   Management functions. Over time, hape,  location  and  their  functional  characteristics.  3D  BIM  Underground  Assets  incorporates  four  phases   installation of their underground 3D BIM Underground Assets will the  different  design  elements.  12d   nning,  Design,  Construction  and  Asset  Management  functions.  Over  time,  3D  BIM  Underground  Assets   assets such as road lighting, reduce the current reliance on Model’s  clash  detection  functionally   traffic signalisation, stormwater duce  the  current  reliance  on  using  poor  records  obtained  from  the  different  asset  owners  such  as;;   using poor records obtained from easily  identifies  design  clashes   drainage systems and retaining the different asset owners such gh  the  referral  service  Dial  Before  You  Dig  (DBYD),  Local  Authorities  and  design  drawings  from  the   compared  to  separate  2D  drawings.  This   structures. It also manages the as; through the referral service rtment  of  Transport  and  Main  Roads.  This  information  is  usually  two  dimensional  (2D)  only,  is  often  not   process for third party public Dial Before You Dig (DBYD), Local allows  a  designer  to  easily  and  quickly   eferenced,  and  is  often  very  inaccurate.  Under  the  Australian  Standard  AS5488  –  2013  Classification  of   utility plant asset owners Authorities and design drawings carry  out  a  redesign  to  eliminate  design   urface  Utility  Information  (SUI),  their  quality  level  only  meets  Quality  level  D  (the  lowest  quality  level).   installing their assets within the clashes.     from the Department of Transport Clash with design traffic mast arm boundaries of State-Controlled Re and Main Roads. This information Clash with design traffic mast arm menting  3D  BIM  Underground  Assets  provides  four  main  benefits.   footing with design drainage culvert. Road Corridors. eli is usually two dimensional (2D) footing with design drainage   tra only, is often not geo referenced, culvert fit  1:  Eliminating  Design  Clashes   Having accurate information   is and is often very inaccurate. Under the most valuable commodity  Design  phase  3D  electronic   the Australian Standard AS5488 – to have for the management Benefit  2:  Ensuring  construction   2013 Classification of Subsurface ls  enable  collaboration  between   and protection of underground Design surface conformance  and  eliminating   Utility Information (SUI), their fferent  design  elements.  12d   assets. Implementing a Three construction  clashes   quality level only meets Quality l’s  clash  detection  functionally   Insufficient depth Dimensional (3D) Building level D (the lowest quality level). Information Modelling (BIM)  identifies  design  clashes   During  the  Construction  phase,  Automated   system for underground assets Implementing 3D BIM ared  to  separate  2D  drawings.  This   Surveying  Systems  use  the  3D  electronic   provides a process for obtaining Underground Assets provides four s  a  designer  to  easily  and  quickly   design  models  to  enable  setting  out,   and managing that accurate main benefits. out  a  redesign  to  eliminate  design   conformance  and  as  constructed  survey.   information. 3D BIM provides a Encroaching es.     Benefit 1: Eliminating Design Redesign of into drainage culvert eliminated adjacent corridor collaborative process thatConformance  is  an  essential  requirement   contains Redesign of drainage culvert Clash with design traffic mast arm Clashes clash with the design traffic mast arm. all the varied elements and their that  validates  that  assets  have  been   eliminated clash with the design footing with design drainage In the Design phase 3D electronic functional characteristics all traffic mast arm constructed  to  the  specified  tolerances  or   Benefit 2: Ensuring construction culvert models enable collaboration on one coherent system of 3D conformance and eliminating spatial  location  parameters  such  as   between the different design electronic models as opposed construction clashes minimum  depth  or  horizontal  alignment   elements. 12d Model’s clash fit  2:  Ensuring  construction   to separate sets of drawings. 3D During the Construction phase, detectionDesign functionally surfaceeasily Design surface BIM Underground Assets corridors.  In  other  words,  ensuring  that  the   involves ormance  and  eliminating   Automated Surveying Systems use identifies design clashes compared underground  assets  are  built  in  the  right   the generation and management truction  clashes   the 3D electronic design models to Insufficient depth location  and  saving  potential  rework  costs.   subgrade g  the  Construction  phase,  Automated   Engineering for Public Works | December 2016 eying  Systems  use  the  3D  electronic   Non-conformance n  models  to  enable  setting  out,  

3D BIM Underground Assets

Property Boundary

Property Boundary

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D BIM  Underground  Assets  


entation of  underground  assets  physical   s    round  Assets  incorporates  four  phases   ver  time,  3D  BIM  Underground  Assets   Redesign of drainage culvert Clash with design traffic mast arm  different  asset  owners  such  as;;   eliminated clash with the design footing with design drainage es  and  design  drawings  from  the   enable setting out, conformance to the specified tolerances or traffic mast arm culvert and as constructed survey. spatial location parameters wo  dimensional  (2D)  only,  is  often  not   dard  AS5488  –  2013  Classification  of  such as minimum depth or horizontal alignment corridors. ty  level  D  (the  lowest  quality  level).   In other words, ensuring that the Design surface Design surface s  

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Property Boundary

Property Boundary

Property Boundary

Property Property   Boundary Boundary

Property Boundary

Benefit 3: Obtaining Geo referenced accurate As Constructed Survey The Construction phase also provides the best opportunity underground assets are built in the to obtain the most accurate geospatial and attribute right location and saving potential Insufficient depth   information. An as constructed rework costs. ted   survey records the geo referenced Conformance checks forculvert location, size, shape and all Redesignalso of drainage ic   Clash with design traffic mast arm potential construction clashes eliminated clash with the designrelevant attribute information Redesign of drainage culvert footing with design drainage m between different asset traffic mast arm types. eliminated clash with the design of the constructed asset prior to culvert y.   Some assets, such as electrical trafficEncroaching mast arm backfilling. Under the Australian nt   into adjacent corridor conduits, may meet the required Standard AS5488 – 2013 spatial location parameters but Classification of Subsurface are not required to meet the Design surface Design surface Utility Information (SUI), the data or   more onerous construction provided under this process meets Design surface tolerances. There may be instances Quality level A (the highest quality Insufficient depth in which conformance with the level). For future works, having this ted   spatial location parameters the   ic   accurate information will eliminate is met but may clash with   Redesign of drainage culvert rm the need to carry out costly subsequent construction of a subgrade eliminated clash with the design geometrically designed asset sts.   and time delaying potholing, subgrade y.   traffic mast arm Encroaching electromagnetic field (EMF) and that has high construction nt   into adjacent corridor ground penetrating radar (GPR) tolerance requirements, such as a Non-conformance Conformance works. stormwater drainage system. This also saves potential rework costs. onformance  also  checks  for  potential   or   Benefit 4: A Common Data Design surface nstruction  clashes  between  different   Environment (CDE) set  types.  Some  assets,  such  as   In the final phase of Asset Management, a Common ectrical  conduits,  may  meet  the  required   he   Data Environment (CDE) is a atial  location  parameters  but  are  not    quired  to  meet  the  more  onerous   collaborative environment that subgrade anyone can use. It is a centralised subgrade sts.   nstruction  tolerances.  There  may  be   subgrade single source of information (a stances  in  which  conformance  with  the   single point of truth) used to store, atial  location  parameters  is  met  but  may   collect, manage and disseminate Non-conformance Conformance Non-conformance – electrical conduits Conformance ash  with  subsequent  construction  of  a   information. Conformance – electrical conduits Non-conformance – electrical

with stormwater drainage gully. al ometrically  designed  asset  that  has  high   clashing conduits clashing with stormwater nstruction  tolerance  requirements,  such   drainage gully. nt    a  stormwater  drainage  system.  This  also   uired   ves  potential  rework  costs.   ot   enefit  3:  Obtaining  Geo  referenced  accurate  As  Constructed  Survey    

moved prior to backfill tomeans avoid clash This final requirement with subsequent construction of being able to readily make stormwater drainage gully available underground asset data. To allow any user to use this information easily, the data also needs to be provided in a data subgrade exchange format. Data exchange he Construction  phase  also  provides  the  best  opportunity  to  obtain  the  most  accurate  geospatial  and  attribute   be   is the process of taking data ormation.  An  as  constructed  survey  records  the  geo  referenced  location,  size,  shape  and  all  relevant    the   structured under a source schema ribute  information  of  the  constructed  asset  prior  to  backfilling.  Under  the  Australian  Standard  AS5488  –   t  may   Conformance and actually transforming it into Conformance – electrical conduits moved 13  Classification  of  Subsurface  Utility  Information  (SUI),  the  data  provided  under  this  process  meets  Quality   of  a   data structured under a target Conformance conduits Non-conformance electrical prior to backfill – toelectrical avoid clash with is an–essential vel  A  (the  highest  quality  level).  For  future  works,  having  this  accurate  information  will  eliminate  the  need  to   s  high   Conformance schema, so that the target data is moved prior to backfill of to stormwater avoid clash conduits clashing with stormwater subsequent construction requirement that validates that rry  out  costly  and  time  delaying  potholing,  electromagnetic  field  (EMF)  and  ground  penetrating  radar  (GPR)    such   an accurate representation of the with subsequent construction of drainage gully. drainage gully assets have been constructed stormwater drainage gully source data. Industry Foundation orks.   his  also  

enefit 4:  A  Common  Data  Environment  (CDE)   Engineering for Public Works | December 2016 ed  accurate  As  Constructed  Survey     the  final  phase  of  Asset  Management,  a  Common  Data  Environment  (CDE)  is  a  collaborative  environment  


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Classes (IFC) are an open international standard for BIM data that are exchanged and shared among software applications. One commonly used Data exchange language is Extensible Markup Language (XML). It is platform neutral, open file format specification that is not controlled by a single vendor or group of vendors. The Data exchange format and Common Data Environment (CDE) is currently at investigative stage within the Department of Transport and Main Roads. Enabling Documents During the construction phase

there are a number of Transport and Main Roads enabling documents, that if specified in a contract, they form part of that contract. These can include technical specification documents that prescribe installation requirements. The relevant Transport and Main Roads technical specification documents include installation requirements for the underground components of road lighting, traffic signalisation, drainage and retaining structures. Other Transport and Main Roads enabling documents include Quality Assurance for conformance

for supply of as constructed survey as well as a protocol document that specifies the technical requirements governing installation of third party public utilities. All of these enabling documents have wording or specific clauses that make reference to the Transport and Main Roads Surveying Standards February 2016. These standards specify the requirements for Surveyor competency, setting out, conformance, as constructed survey and deliverables for newly installed or relocated underground assets during construction works.

Welcome to New Members

• Glen Allen • Hossein Asadi • Peter Boettcher • Craig Bottcher • Matthew Burdett • Mark Bustalinio • Michael Buxton • Rangi Campbell

• Ming-Hung Chen • Bevan Clayton • Ari Craven • Justin Crick • Allison Cuschieri • Timothy Dack • Matthew Dennis • Noel Davidson

• Wayne Eather • Sean Edwards • Adam Evans • Robert Evans • Jason Favier • David Guinane • Bijay Gyawali • Mark Judd

• Jessica Kahl • Scott Kay • Robert Kent • Glen Langfeldt • Richard Lewis • Weena Lokuge • Ricardo Marino • Keith Metcalfe • Marc Mill • Wayne Mills • Roger Naidoo • Pieter Neethling • Leroy Palmer • Dawn Pedersen • Cameron Playford • Aiyathurai Rameswaran • Nam Ranatunga • Mike Salmon • Greg Shepherd • Eric Swart • Graham Sweetlove • Mitchell Wilson • Barry Wolhuter • Evan Woods

Membership is open to anyone actively engaged in the delivery of public works and services in Queensland. Engineering for Public Works | December 2016


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Enquiries Ross Guppy Director | Technical Products 07 3632 6804 Ross.Guppy@ipweaq.com

www.ipweaq.com    Engineering for Public Works | December 2016


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SEQ Branch President’s Report Thank you to all SEQ members who attended the state conference in Brisbane last month in what was a very successful event. Nine of the ten SEQ councils were represented including our hosts, Brisbane City Council, Gympie Regional Council, City of Gold Coast, Ipswich City Council, Logan City Council, Noosa Council, Sunshine Coast Regional Council, Moreton Bay Regional Council and Redland City Council. The Geoff Wilmott Best Paper award was won by Kerry Doss of Brisbane City Council for his presentation on the ‘changing face of Brisbane’. The winner was chosen this year by votes cast by delegates utilising the conference App. At the excellence awards ceremony and dinner, SEQ councils featured amongst the winners including ‘overall winner’ awarded to the Sunshine Coast Council for the Nambour Youth Activity Precinct and RSL War Memorial. Other SEQ winners include: • Sunshine Coast Council for the Jack Morgan Park Upgrade Project (Stage One) • Noosa Council and Tod Consulting and Marine and Civil Maintenance for ‘curing a cancer patient: the

Munna Point Bridge’ • Logan Water Infrastructure Alliance for the Alfred Street pump station upgrade • And a High Commendation was awarded to the Ipswich City Council and BMD Constructions (Urban) for the Redbank Plains Road. Congratulations to all winners and nominees who will be featured in a new excellence awards commemorative book to be published in 2017. There were a record number of nominations this year (52) and we hope that councils will start thinking now about projects to nominate for the 2017 awards program which will be launched March 2017. Nominations are only open to members and there are no fees. IPWEAQ is very appreciative of the efforts of John Derbshire FIPWEAQ who undertook a detailed review of Complete Streets and its predecessor, Queensland Streets and made a number of recommendations in his report which are to be progressed. A review committee comprising myself, Dwayne Honor (another IPWEAQ board member) and Ross Guppy (IPWEAQ Director, Technical Products) will develop John’s recommendations. To this end, we

will shortly ask you in a survey to inform us regarding the extent of referencing of either document in your council’s planning and design regulations, how they are currently used and their limitations, if any. We will subsequently develop an instruction sheet for councils when ‘calling up’ Complete Streets (or Queensland Streets). If you would like to participate in the next phase of the review (CPD hours available), please do not hesitate to contact me at Murray.Erbs@redland.qld.gov.au. The next opportunity for you to record CPD hours in SEQ is the 2017 SEQ Branch conference to be hosted by Logan City Council, 9-10 May 2017. A Call for Papers will be launched next year. In the meantime, Call for Papers have been launched for the next two IPWEAQ branch conferences in Yeppoon (2325 March) and Dalby (2-3 March). Members are invited to attend any or all branch conferences as it is an excellent opportunity for you to network and learn more about projects happening in other regions. My best wishes to you and your family for a merry Christmas and a happy new year. Murray Erbs SEQ BRANCH PRESIDENT

Our members enjoy a

strong sense of community through our proactive branch network.

SOUTH EAST QUEENSLAND BRANCH

Engineering for Public Works | December 2016


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INFORMS. CONNECTS. REPRESENTS. LEADS.

2016-2017 IPWEAQ

CONFERENCE GRAND SLAM LUCINDA BRISBANE 14-15 September 2016 INOVATION FORUM

qldwater Urban Water Innovation Forum

DALBY

17-19 August 2016 NQ BRANCH CONFERENCE

Tropical Engineering: We do things differently up North! (hosted by Hinchinbrook Shire Council)

BRISBANE 8-10 November 2016 STATE CONFERENCE

Collaborative Engineering (hosted by Brisbane City Council)

2-3 March 2017 SWQ BRANCH CONFERENCE

Crossroads to Resources

(hosted by Western Downs Regional Council)

LOGAN 9-10 May 2017 SEQ BRANCH CONFERENCE

Building on Smart Solutions

YEPPOON 23-25 March 2017 CQ BRANCH CONFERENCE

Service, Resources, Lifestyle

(hosted by Livingstone Shire Council)

LOGOV

(hosted by Logan City Council)

11-12 May 2017 OUTDOOR EXHIBITION

Public Works and Construction Expo

(hosted by Logan City Council)

Engineering for Public Works | December 2016


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qldwater ceo’s report Collaborative Engineering – A Collection of Needs, Trends and Possibilities When a large part of your job is attending events, it’s nice to get an opportunity to try to synthesise your thoughts and this presentation at the State Conference provided that. The material contained herein is a mixture of observations around trends in the urban water and sewerage sector largely borrowed from others, what qldwater is doing to try to respond to the needs implied, and opportunities for further engineering collaboration, both within the sector and more broadly within local government. Firstly, it’s important to acknowledge that collaboration is hard. It’s qldwater’s core business and if it all worked seamlessly we’d be out of a job. Our sector provides its own set of challenges, including local and internal politics, resource constraints, hierarchies which make things logistically challenging, difficulties in being strategic with many competing interests and few reward structures for individuals to help them make the leap to become a champion for collaboration. However, we have many advantages. Despite significant diversity in utility size and enormous geographical challenges, our customers are

similar, regulation is largely consistent, even the biggest providers have small communities to manage meaning similar technologies, there is a lot of technical knowledge and a strong culture of sharing information. People can forget that the discrete local government jurisdictions mean we don’t really have a lot of inter-organisational competition, which opens up possibilities denied in many other commercial environments. Perhaps the most frustrating and common complaints are around internal “silos” – it is rare to find a council which would claim to be unified despite many functional areas having similar cost drivers as custodians of big, depreciating assets, common systems, common customers and brand. Industry Trends There is significant talk in the sector about privatisation of services and developing larger corporate structures to create economies of scale. Internationally, many would be surprised to learn that the majority of forays into private ownership have failed – council ownership is increasingly common, but the trend away from individual council management of water and sewerage services is real. Reform, when it happens, tends to be the result of economic failure rather than a service failure like a major drinking water

Engineering for Public Works | December 2016

or environmental incident. As assets age, we talk about an infrastructure “cliff” or “wave” coming which is ultimately likely to result in economic failure. Many of the assets constructed from the 1950’s onwards are coming to the end of their useful life, and it is clear that there have been inadequate provisions made for renewal. Councils in Queensland have attempted to respond to some of these challenges through voluntary regional alliances – LGAQ’s “QWRAP” program, managed by qldwater and financially supported by DEWS. Each region is required to at least consider the costs and benefits of regional scale reform, and investigate collaborative projects. Progress in the latter is significant, however self-motivated reform is a significant challenge for local governments. Regional projects include joint procurement, workforce planning and consistent codes and standards, along with some innovative projects including modelling urban water demand. DEWS is reportedly keen to see these collaborations extend to regional scale capital planning in future. In summary, increased costs, reduced external grants and downward pressure on revenues/ price is building the demand for collaborative efficiencies. Local government engineering has a strong heritage of collaboration


33

in project/ contract management, procurement, common design standards, and various other disciplines.

R  esearch and development – taking advantage of common needs to jointly invest to address key questions.

However, there are many emerging opportunities including:

D  ata management and analytics – for example, automated metering, when blended with publicly available climate and other datasets is providing answers to a large range of new questions.

 Resource recovery projects – look at many of the Dutch examples of collaboration across utilities and silos which are cost effective in a country with a small footprint, and can expect to be more viable in countries like Australia in time.  Shared services and innovative skilling approaches – a step beyond joint procurement, including organisational services delivered for multiple councils.  Addressing big picture/ big cost questions including asset management.

qldwater has developed a range of products and services (e.g. QWRAP, the Statewide Water Information Management system, Water Skills Partnership) which provide a foundation to allow these avenues to be explored and has ideas for more. Our members are mostly local governments, and local government-owned utilities, and our interest extends to synergies which can be gained

from expertise from across these organisations, not just our key Water and Sewerage contacts. At the end of the day, the key issues of financial sustainability and providing cost-effective services to our customers can not be addressed in isolation.

Dave Cameron CEO qldwater Rob Fearon Director, Innovation Partnerships, qldwater

Call for papers We are currently seeking submissions for papers to be presented at the following conferences: SWQ Branch conference Dalby, 2-3 March 2017

CQ Branch conference Yeppoon, 23-25 March 2017

Theme: Crossroads to Resources

Theme: Services, Resources, Lifestyle

Submit online

Submit online

Engineering for Public Works | December 2016


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meet the team ROB FEARON | Director, Innovation Partnerships rfearon@qldwater.com.au Rob commenced with qldwater in 2006 as CEO and is currently the Director, Innovation Partnerships. Rob’s current major project focus is the Queensland Water Regional Alliances Program and he has also recently undertaken significant work on the industry led Code of Practice for Pumping Stations and Networks. Rob has over eighteen years of experience in water industry roles across Local, State and Commonwealth Governments.

MICHELLE HILL | Manager, Skills and Strategy mhill@qldwater.com.au Michelle commenced with qldwater in 2010 and is responsible for managing the Queensland Water Skills Partnership program and industry capacity building projects as well as other strategic projects that emerge. Prior to her role at qldwater Michelle held a number of roles in Business Systems, Training and Industrial Relations in the non-profit sector.

DAVID SCHELTINGA | Manager, SWIM dscheltinga@qldwater.com.au David commenced with qldwater in 2011 and is responsible for managing the State-wide Water Information Management (SWIM) program. David has worked on indicators and assessment frameworks at local, State and national levels for over 15 years and has vast experience with running training sessions and workshops. He currently works remotely from Hervey Bay.

DESIRÉ GRALTON | Manager, Communications dgralton@qldwater.com.au Desiré has over fifteen years’ experience in Public Relations and Communications with a particular focus on community engagement and corporate publications. Desiré commenced with qldwater in 2011 and works part-time managing qldwater’s website, communications such as newsletters and promotional materials and assisting with event planning and other projects.

HEATHER GOLD | Project Assistant hgold@qldwater.com.au Heather manages qldwater Member Services and stakeholder engagement. She also coordinates conferences and manages events and industry communications including website management. Heather comes from a background in hotel management and project management in real estate and has been with the Queensland Water Directorate since 2006. Engineering for Public Works | December 2016


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Asset Degradation Modelling at Townsville Water

Sen Vigneswaran received a B.Sc Engineering Honours Degree in Civil Engineering in Sri Lanka and MBA in Technology Management in Australia. He also holds a Post Graduate Diploma in System Analysis and Design from British Computer Society in UK, and Asset Management Diploma from LGAQ in Australia. Further, He is a current member of Institute of Engineers Australia and Australian Water Association. He is a strong advocate for asset management to achieve sustainability in business performance. Sen Vigneswaran collect assets utilised

FEATURE ARTICLE                                    

Asset Manager Townsville Water and Waste

Journey to achieve sustainability in business performance INTRODUCTION – The ISO 55000 standard for Asset Management states that the effective control and governance of assets by organisations is essential to realise value through managing risk and opportunity, in order to achieve the desired balance of cost, risk and performance. Townsville Water must balance asset performance, risk, and life cycle costs to improve asset renewal decision making and achieve sustainability in business performance. Asset degradation models at Townsville Water enable the business to make decisions about where and when to spend the limited money to maximise returns on capital investment while optimising the operational expenditure. KEY DRIVERS FOR ASSET DEGRADATION MODELS Townsville Water faces the challenge of managing the ongoing deterioration of numerous assets, utilise to supply water and

and treat wastewater. Townsville Water has many asset types with different time scales of deterioration, being affected by a vast array of environmental and operational context and having differing impacts on the operations and budgets. With ageing infrastructure, stringent regulatory requirements, pressure to control rate increases and continuous emphasise on long term reliable financial forecasting, business as usual is not an option when it comes to asset investment planning decisions for Townsville Water. To achieve excellence, Townsville Water undertakes a formal asset management program that incorporates a comprehensive asset management strategy, including the assessment of asset condition and risk to make informed long term asset renewal decisions. ASSET DEGRADATION MODELS Townsville Water has recently developed in-house asset degradation models from first principles to predict the asset and network condition based on failure and/or inspection data, collected through a systematic work management program. These models utilise “Big Data”

philosophy to approximate unknown asset conditions based on known parameters. Degradation is an abstract concept, which cannot be measured or observed directly. In general, asset degradation can be directly related to the reduction in asset performance, reliability and life span of assets. HOW DO ASSET DEGRADATION MODELS WORK Many failure modes from the maintenance history are traced to an underlying asset degradation process. Assets fail when their level of degradation reaches a specified condition threshold. The condition threshold is determined by assigning a relative weighting to each degradation indicator and a frequency of failure score. This weighting and frequency score is assigned through a collaborative approach by Engineers, Designers, Operators, and Maintenance Technicians. The degradation models synthesize data associated to asset attributes with the collected degradation indicators to derive a condition rating of assets. WATER MAINS AS AN EXAMPLE The water mains degradation

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model runs on the basis that pipes fail in predictable and on average repeatable failure modes. As such the model needs to compensate for the vast array of variables within the pipe network. The model utilises the failure modes, age, material type, and pipe diameter to derive the degradation curves, which are then used to predict the condition of each water main. The water mains degradation model is compiled based on the following first principles: 1. Relationship between the asset degradation and failure modes are defined as shown in table 1. In this step, weightings are given to each failure mode by considering how it contributes to the asset degradation of the water main. Then, the expected failure events on a theoretically good water main are recorded against each failure mode. 2. Asset degradation curves are derived based on the above defined relationship as shown in figure 1. 3. Asset degradation rating is predicted based on the above derived asset degradation

Water Mains Weighting Failure Modes 8 CORROSSION 6 DEFECTIVE FITTINGS 2 EXTERNAL FACTOR 2 FAULTY INSTALLATION 4 HIGH PRESSURE 6 LOSS OF SUPPORT 10 DETERIORATION 6 TRAFFIC EFFECTS 4 TREE ROOTS 8 WATER HAMMER

curves for whole network. 4. Finally, the asset condition rating is derived for each asset in the network by consolidating the asset degradation rating and known failures from the maintenance history. BENEFITS OF ASSET DEGRADATION MODELS In Townsville Water, asset degradation models are used to make informed decisions to realise value from assets in order to achieve the desired balance of cost, risk and performance. The benefits include but are not limited to: 1. Better Risk Management – The risk in decision-making will be lower as the business is well informed of the asset condition. The risk associated with meeting commitments is also reduced through better insight into the probability of achieving target service levels with the knowledge of asset condition. 2. Optimised Asset Management Decisions – Asset degradation models enable Townsville Water to make decisions in a more transparent and fully auditable manner. Hence, the decision

making is more proactive than reactive based on documented principles as opposed to personal and often subjective judgement. 3. B  etter Financial Management – Asset degradation models enable the business to generate the best economic scenario that achieves the desired level of service under any budgetary and regulatory constraints. Figure 2 shows the long term forecast of water reticulation mains renewal CAPEX requirement smoothed over ten years to maintain the asset condition to achieve the sustainability in business performance. SUMMARY – Asset degradation models assist Townsville Water to better justify capital and operational budgets. Townsville Water invested in business processes, failure data collection and asset degradation models to optimise asset investment plans based on actual and predictive asset performance into the future. Ultimately, this allows Townsville Water to effectively optimise costs, risks, opportunities and performance.

Degradation Ratings

1

2

3

4

5

Description Corrosion and rusting of pipes Split/ overtightened/ defective fittings Any external sudden factor such as star pickets, excavation. Lack of thrust blocks, loose nuts, over stressed pipes, alignment, etc. Pipes pressurised to over 800 kPa with pressure gauge Brackets corroded/rusted, ground collapsed/ subsidence Age related failures such as soft AC pipes, split poly, etc. Shallow Buried Mains, Heavy traffic and construction sites Slow External factors affecting pipe such as tree roots, Long sections of main blown out, air entrainment

0 0 0 0 0 0 0 0 0 0 0

8 0 0 1 1 0 0 0 0 0 0

18 0 0 1 1 0 0 0 1 1 0

34 1 0 1 1 0 0 0 1 1 1

66 1 1 1 1 1 1 1 1 1 1

Table 1 – Relationship between asset degradation and failure modes

Table 1 – Relationship between asset degradation and failure modes

Engineering for Public Works | December 2016


10 6 6 4 4 8 8

DETERIORATION TRAFFIC EFFECTS TRAFFIC EFFECTS TREE ROOTS TREE ROOTS WATER HAMMER WATER HAMMER

Age related failures such as soft AC pipes, split poly, etc. Shallow Buried Mains, Heavy traffic and construction sites Shallow Buried Mains, Heavy traffic and construction sites Slow External factors affecting pipe such as tree roots, Slow External factors affecting pipe such as tree roots, Long sections of main blown out, air entrainment Long sections of main blown out, air entrainment

0 0 0 0 0 0 0

Table 1 – Relationship between asset degradation and failure modes Table 1 – Relationship between asset degradation and failure modes

0 0 0 0 0 0 0

0 1 1 1 1 0 0

0 1 1 1 1 1 1

1 1 1 1 1 1 1

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Figure 1 – Asset degradation curves for water mains Figure Asset degradation formains water mains Figure 11––Asset degradation curvescurves for water FY 17/18 FY 17/18 7 Million 7 Million

FY 18/19 FY 18/19 7 Million 7 Million

FY 19/20 FY 19/20 7 Million 7 Million

FY 20/21 FY 20/21 7 Million 7 Million

FY 21/22 FY 21/22 7 Million 7 Million

FY 22/23 FY 22/23 7 Million 7 Million

FY 23/24 FY 23/24 7 Million 7 Million

FY 24/25 FY 24/25 7 Million 7 Million

FY 25/26 FY 25/26 7 Million 7 Million

FY 26/27 FY 26/27 7 Million 7 Million

FY 27/28 FY 27/28 7 Million 7 Million

Figure – Long term renewal CAPEX forecast water reticulation mains Figure 22 term renewal CAPEX forecast for waterfor reticulation mains Figure 2––Long Long term renewal CAPEX forecast for water reticulation mains Sen Vigneswaran received a B.Sc Engineering Honours Degree in Civil Engineering in Sri Lanka and MBA in Technology Management in Australia. He also holds a Post Graduate Diploma in System Analysis and Design from British Computer Society in UK, and Asset Management Diploma from LGAQ in Australia. Further, He is a current member of Institute of Engineers Australia and Australian Water Association. He is a strong advocate for asset management to achieve sustainability in business performance. Engineering for Public Works | December 2016


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INFORMS. CONNECTS. REPRESENTS. LEADS.

Professional Development Offering in-house and customised training in the following areas:

Technical Programs

Non-Technical Program

Popular courses

 Construction & Maintenance  Road Safety  Environment Management  Asset Management  Planning & Design  Fleet & Plant Management  Traffic & Transport Management  Stormwater & Flood Management

 Construction Law  Leadership & Management  Project Management  Business Services  Contract Management  Stakeholder Engagement  Risk Management

 Road Safety Audit  Bridge Inspections Levels 1 & 2  Supervisor Workshop Series  Erosion & Sediment Control  Managing the Risks on Lower Order Roads  Native Title & Cultural Heritage Compliance  The Leadership Toolkit Series

  

07 3632 6800

info@ipweaq.com

Engineering for Public Works | December 2016

www.ipweaq.com


39

u niversity outreach program Jonathon Kelly Graduate Engineer James Cook University, Townsville I recently had the pleasure of attending the IPWEAQ state conference in Brisbane as a representative of James Cook University (JCU). JCU was one of three universities participating in IPWEAQ’s inaugural University Outreach Program. The theme of the conference, ‘Collaborative Engineering’ was quite fitting for launching this program, as someone in my position, either just graduating or early in their working career requires quite a lot of collaboration to get the ball rolling. The conference started for me when two busloads of delegates took part in the projects tour attending the sites of the Gateway Upgrade North (GUN) and the Kingsford Smith Drive project both being constructed by Lend Lease. A detailed explanation of why this $1.1 billion project was needed, the major issues that were and will be encountered such as the protection of wetlands and stakeholder needs as well as well as innovative cost saving measures involving several bridges on site. On the Wednesday morning, the conference began with the ceremonial Welcome to Country followed by the official

opening by Councillor Amanda Cooper, Chairman, Infrastructure Committee for Brisbane City Council, the conference hosts. The first three keynote speakers: Stefan Hajkowicz, scientist from CSIRO, Michael Pascoe, financial commentator and Paul Coughlan, Project Director for Brisbane Airport Corporation’s New Parallel Runway embraced the idea of collaboration. Scientists are needed to develop new and improved solutions to problems that engineers can then implement into future design or construction of assets, and probably most importantly finance as not much can be achieved without funding. The first stream I attended was ‘engineering versus law’. This was quite interesting as I personally have little to no experience in the contractual area. This discussion allowed me to understand a little about ‘lawyer talk’. The next talk outlined the importance of procurement and to know what you want before the money is involved because it can blow out very quickly. The second stream I took part in was ‘looking after the future’ which considered the importance of asset management and early intervention. One presentation discussed the ‘how to guide’ for what is needed to be done and managing risk.

Also discussed was the future challenges of asset management and the need for a single place for all information to be stored in a language that can be understood by engineers, accountants, councillors etc. The award ceremony was one of the highlights of the event. I was able to witness what projects had been undertaken around the state of Queensland. Too bad that my city of Townsville didn’t win the category of ‘public works over $10 million’ for the Dalrymple Road Upgrade but congratulations to Toowoomba Regional Council and to all the winners. The presentations on Thursday regarding the maintenance of timber bridges and the importance of risk management on lower order roads was an area of interest of mine. I grew up in a small-town north of Cairns where many of the roads, once off the highway would be lower order roads used by both road vehicles and large plant in the cane harvesting season. There was discussion on structures and their rehabilitation once they have exceeded the design life. Gladstone Regional Council required a solution to repair and rehabilitate a 1800mm by 230-metre-long culvert that was severely damaged and had little to no structural capabilities. The solution was to coat the inside of the culvert with an extremely

Engineering for Public Works | December 2016


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strong resin to give the culvert structural integrity and to fill the voids created on the outside to regain the culverts shape. Following this ITS Pipetech presented all the ways to solve this problem that are currently used in practice. Inspecting structures is sometimes overlooked when it comes to new innovation as everyone is excited about how to build it. The final speaker of the day showed how he developed inspection techniques using drone technology to reduce costs and most importantly remove the element of danger. I’d like to finish by thanking IPWEAQ for offering me the opportunity to attend this year’s state conference in Brisbane. I met a lot of new people throughout the conference, delegates and exhibitors, and received plenty of business cards. I will be sure to make contact next time I’m in southeast Queensland. I even received a job offer and I’ve got to thank you for that! I enjoyed the whole experience and would highly recommend the IPWEAQ University Outreach Program to JCU engineering students.

the Southbank pools and exploring in the ceiling above city hall’s grand auditorium, 37.5m copper dome.

Belinda Freeman University of Southern Queensland Degree: Final year, Bachelor of Engineering Honours, Majoring in Civil. Employment: Toowoomba Regional Council.

Over the Wednesday and Thursday there were 12 streams with a variety of presentations to select from, I selected to attend the ‘Integrated planning, getting it right’, ‘Think smart, work smart’ and ‘Getting it right: innovations in pavement’. All the presentations including the keynote speakers that I watched were remarkable, but there was one standout for me.

The amount of people that I spoke to and the things I learnt over the three days is invaluable. The seminars and keynote speakers were insightful, interesting and captivating. The theme for the conference was collaborative engineering, which was ideal as I had just finished my study of a Bachelor of Engineering (Honours) Majoring in Civil. I was fortunate enough to be selected by the University of Southern Queensland in the IPWEAQ University outreach program, to attend this conference.

Dr Stefan Hajkowicz from CSIRO, Australia’s National Science Agency discussing patterns of change in society to ensure that wiser choices can be made to improve the world for future generations to come. This was very insightful as it was a reminder that the world and the technologies are constantly changing, and you must ensure you maintain an open mind to new technology in the future. A great philosophy that I fully support that Dr Stefan Hajkowicz reinstatedwas that as an engineer, actively working should never stop learning and trying to better yourself. Dr Stefan Hajkowicz spoke about his new book ‘Global Megatrends’ and I personally can’t wait to read this book and continue to be enlightened.

On Tuesday, the first day of the conference, I undertook the walking tour which provided me the opportunity to experience the behind-the-scenes works at a number of Brisbane City’s significant operations including; The Traffic Management Centre, City Hall and South Bank Parklands. As a student with a passion for Transport Engineering the Traffic Management Centre was the highlight and I learnt a lot of invaluable and intriguing information. Other highlights of the walking tour included, learning about

Apart from the amazing food and entertainment at the Gala Night, having another opportunity to meet and socialise with other engineers from both private companies and Councils around the state. Invaluable information was gathered from those engineers I spoke to and learning from there experience was fantastic. Celebrating the achievements of engineers was rewarding and the appreciation of the work that went in to their projects, it was good to see them receiving the recognition from their peers. Dwayne Honor was at my

Wow, what an experience as a newly graduated engineer attending the IPWEAQ state conference in Brisbane was.

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Bingo! Prizes

Rules

hip

• •

• • •

members One year complimentary IPWEAQ valued at $270 plus GST.

Introduce yourself to another delegate. Please venture outside your usual network. s in the Game Ask the delegate if any of the statement their name in Card below apply and have them sign the relevant box. is to One signature per box ie. each statement be signed by a different delegate. You cannot sign your own Game Card. s, statement 10 for s When you have 10 signature call BINGO.

GAME CARD is an engineer

can give you a business card now

or

al One-on-one career and profession Director development session with IPWEAQ’s Professional Development, Craig Moss.

or

valued Professional Development Voucher IPWEAQ at $270 plus GST to be used for any courses before 30 June 2017.

Find someone who... is left handed

works for Toowoomba Regional Council

has worked in 2 or more countries

is an IPWEAQ Board member

can explain the difference between pinot gris and pinot noir

has swum with a dolphin

can explain ADAC

drinks at least 4 cups of coffee a day

has been involved in the production of one of our technical documents

is presenting at this conference

knows the missing word: IPWEAQ Informs, _________, Represents and Leads

has attended an IPWEAQ course in the last 12 months

can explain what boning rods are

plays the guitar

works in asset management

works for a council that has taken up the Public Works Technical Subscription

is under 35 years’ old

wears contact lenses

can name two IPWEAQ Past Presidents

is an RPEQ assessor

has a birthday in November

is an IPWEAQ staff member

is an exhibitor at this conference

Belinda Freeman with Craig Moss.

table and listening to him discuss his engineering life was fascinating as he has been working in local government for 12 years and has achieved so much. Learning about his flood recovery efforts in 2013 in the Bundaberg region and how that earned him the IPWEAQ Young Engineer of the Year reinstated that new ideas can come from the younger minds, and therefore as a new engineer I shouldn’t be worried about speaking my mind if I have any ideas. Michael Pascoe’s intriguing keynote presentation on the economic conditions and how they will impact the public works throughout Queensland was fascinating and really opened my eyes to how the future will go, and that’s really important to me as I will be in this field for the next 50 years. Julie Edwards, ‘From Technical Expert to Effective Leader:

improving outcomes through effective communication and influence’ was inspiring. Listening to Julies keynote speech captivated me and really spoke to me on how I need to communicate while I am at work, and how I need to communicate to receive the best results with work colleagues. Since the conference, I have been trying some of the techniques that she spoke about and I am slowly becoming better at communicating in the workplace thanks to Julie. In conclusion being able to attend the IPWEAQ state conference was such an incredible experience that I was fortunate enough to attend and the opportunity I was given from IPWEAQ was priceless. I was able to learn from industry known engineers and learn about commonly used products from the suppliers

Congratulations to Belinda who was declared winner for IPWEAQ Bingo! themselves in person. One of the major benefits of attending this conference was being able to create contacts in multiple regions around Queensland, andit will be helpful as I move forward as a graduate engineer. I would like to thank USQ for selecting me to represent the University and give me the opportunity to attend this conference. A big thank you to the IPWEAQ for running the conference and reaching out to University’s and allowing new graduates to come. The information I have learnt at the conference is priceless and I highly recommend attending this event to any younger engineers starting out as the information and contacts you take away is incredible.

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Hynds’ Best Paper Award recipient, IPWEA NZ  

FEATURE ARTICLE                                    

Carey Morris Advisory Leader – New Zealand GHD Advisory Thank you to IPWEA NZ, Hynds and IPWEAQ for sending and hosting me at the IPWEAQ state conference in Brisbane. It was a great conference with a couple of days added on for some R&R with my wife, Sue. I found there to be a great mix of presentations and papers at the conference and it was good to hear what a number of councils and suppliers small and large are up to across Queensland. Keynote speaker, Dr Stephan Hajkowicz from the CSIRO provided a

very insightful presentation on global megatrends to open the conference. I was impressed by the presence and involvement of Young IPWEAQ members in the Fireside Chat and also thought the closing session debate ‘women make better engineers than men’ was a good way to round things out. My paper presentation, ‘is cheap real value’ went well and sparked a number of conversations with a few people before and after I presented. It was seen as an interesting concept in an environment where many councils self-perform their maintenance works and the collaboration message within the paper certainly

SWQ BRANCH CONFERENCE Dalby | 2-3 March 2017

Engineering for Public Works | December 2016

sat well with the conference theme, ‘collaborative engineering’. The social events were also very enjoyable and it was great to meet a diverse mix of people dealing with a number of common issues that challenge us in New Zealand. It was also fascinating to hear how some of the very remote regions go about their business. So thanks again IPWEAQ, IPWEA NZ and Hynds for the opportunity to travel to Brisbane and take part in the Queensland conference. It was a very enjoyable and rewarding experience.

CROSSROADS TO RESOURCES


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Conference Report integration and innovation to improve the way we deliver while understanding the importance of strong leadership within our teams.

Sean Robinson Infrastructure Project Engineer, Central Highlands Regional Council is the recipient of a 2016 CQ Branch scholarship Scholarships are offered by IPWEAQ and its branches to assist members in attending key IPWEAQ events, in particular conferences that form part of the Grand Slam. If you require assistance to attend any of our conferences – particularly if you are in a remote location or are otherwise disadvantaged, please do not hesitate to contact Carlie at Carlie.Sargent@ipweaq.com Held from the 8th – 11th November 2016, the IPWEAQ state conference saw stakeholders from private industry, local and state government come together at the Brisbane Convention & Exhibition Centre under the banner of ‘collaborative engineering’. Together with a wide variety of tech tours, the comprehensive program of keynote speakers and technical streams clearly identified the direction in which, as engineers, we need to strive towards. Clear messages were delivered by presenters addressing

With Michael Pascoe as the MC, the conference ran seamlessly between keynote addresses and technical streams. Dr Stefan Hajkowicz gave an insight into his work in the field of strategic foresight at CSIRO focusing on the global megatrends shaping our future while Ian Healy provided insight into the importance of clear and definitive leadership with a few comical stories of life in the Australian cricket team. Across the 12 technical streams in the program, the message of collaborative engineering was very clear and strong. The continued theme of integration and collaboration was identified in the relationship between law and engineering. Integration of the two fields is becoming more and more predominant with an increasing requirement for projects and programs alike to be delivered effectively. While looking to the future, innovation could clearly be seen in reviewing the evolutionary nature of road users within Australia with a strong migration in the public demand towards smarter technologies including the take up of unmanned vehicles. There is a reported increase also in the community’s appetite for rideshare agreements in preference to individuals owning their own car. What I found most interesting was, should the Australian public

adopt an aggressive acceptance of unmanned vehicles, the high probability that by 2030 close to 100% of vehicles traveling throughout the road network could be unmanned. This came with a realisation of where to focus investment on the development and upgrade of road networks particularly in rural centres to ensure our rural populations have an equal opportunity to access the evolving technology. The gala awards dinner allowed us to show appreciation for the work of our colleagues who delivered some truly interesting projects. A congratulatory note must be passed on to all nominees and winners of each of the awards. Finally I would like to thank IPWEAQ for providing me with the opportunity to attend such an insightful program through the CQ Branch Scholarship. As a young engineer, attendance at the conference has given me the opportunity to join an innovative collaboration of engineers while expanding my knowledge and appreciation of the challenges that we as engineers face every day. Each of our four branches (NQ, CQ, SEQ and SWQ) offer scholarships for disadvantaged members to attend branch and state conferences. Up to $1,000 is available to cover registration fees, travel and accommodation. For more information or to apply for a scholarship, please contact your Branch President.

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Rehabilitating Victoria Avenue  

FEATURE ARTICLE                                    

Trent McDonald Project Manager Engineer, Pavement Management Services Moreton Bay Regional Council (MBRC) engaged Pavement Management Services (PMS) in 2015 for a pavement design on an 820m deteriorated road in their network - Victoria Avenue, Margate, QLD. The arterial road is one of the major routes in a grid network seeing some 7.1x103 vehicles per day - the majority of which are light vehicles serving the surrounding residential properties and schools with 4.0% heavy vehicles. The pavement was showing pavement distress in the form of fatigue cracking and environmental cracking, with short term maintenance including crack sealing and patch work. The pavement investigation encompassed a visual inspection; boreholes investigation; laboratory testing and Falling Weight Deflectometer (FWD) testing. The remaining life of the pavement was determined following the linear elastic layered system and mechanistic-empirical methodology. The four proposed design options consisted of a mill and re-sheet, deep lift asphalt, foamed bitumen stabilised and a long life perpetual pavement using a three layered asphalt course - incorporating the high modulus asphalt Enrobés à Module Elevé Class 2 (EME2). A total of ten (10) boreholes were drilled at regular intervals along the Victoria Avenue. The thicknesses of the pavement layers were recorded, with material characterisation, which were interpreted for an adopted pavement profile. Dynamic Cone Penetration (DCP) tests were also carried out on the subgrade at each borehole as an indication of insitu subgrade strength. The FWD testing was conducted on both the trafficable and parking lanes of Victoria Avenue using a Dynatest Heavy Weight Deflectometer (HWD). For the trafficable lanes, the testing was performed at 20m intervals, staggered between the two lanes (10m stagger) and at 40m intervals on the outer wheel path for the parking lanes at 40kN loading. The pavement layer moduli derived from the back-calculation of the deflection bowl was used in incorporating the existing materials in the rehabilitations when possible. The pavement designs were completed in accordance with the General Mechanistic-Empirical Procedure published in the Austroads Guide to Pavement Technology Part 2, as well as the Department of Transport and Main Roads (DTMR) Pavement Rehabilitation Manual and design supplement to Austroads Part 2 (Austroads 2012) (DTMR 2012)(DTMR 2013). Foamed Bitumen The foamed bitumen layer was modelled as an asphalt layer and the modulus determined from the mix properties. The foamed bitumen mix consisted of 3.5% Class 170 bituminous binder and 2% lime as a

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secondary stabilising agent following Austroads (2015), although may be altered depending on material susceptibility from sampling and testing (Ramanujam. J & Jones. J, 2000). The following is a summary of the foamed bitumen design. Table 7. Foamed Bitumen Design Summary New Dense Chainage Foamed New Granular Base Direction Grade 14mm (m) Bitumen (mm) Type 2.1 (mm) (mm)

Existing Granular Base (mm)

Prescribed/Counter

0 - 100

50

160

-

690

Prescribed/Counter

100 - 300

50

100

-

486

Prescribed/Counter

300 - 570

50

195

-

210

Prescribed

570 - 835

50

100

-

119

Counter

570 - 835

50

150

230

-

The design was carried out utilising the existing pavement structure to be mixed in with the foamed bitumen, and also as a granular base. With a 50mm asphalt wearing course, the foamed bitumen layer was increased in thickness to satisfy the failure criterion. Deep Lift Asphalt This treatment considered milling the existing asphalt surface and all/part of the base material, and replacing with new asphalt materials consisting of an asphalt base and wearing course. The following is a summary of the deep lift asphalt design. Table 8. Deep Lift Asphalt Design Summary Chainage New Dense Grade Direction (m) 14mm (mm)

New Dense Grade 20mm (mm)

Existing Granular Base (mm)

Prescribed/Counter

0 - 100

50

120

730

Prescribed/Counter

100 - 300

50

80

507

Prescribed/Counter

300 - 570

50

150

255

Prescribed

570 - 835

50

70

149

Counter

570 - 835

50

125

94

Perpetual Pavement Design Using EME2 This design considers a relatively new concept in pavement design where the life of the pavement is set to exceed 40-50 years without undergoing any structural rehabilitation as opposed to a 20 year design (D. Timm, R. Willis,). The notion involves designing a pavement to limit the flexural strain at the base of the asphalt layer (Fatigue Endurance Limit -FEL), and the vertical compressive strain at the top of the subgrade. The FEL is not a new concept in pavement design and has been hypothesised by Monismith from as early as 1972, indicating a FEL of 70 micro strains, however, Witczak indicates that a range between 70 and 250 micro strains may exist depending on the asphalt mix (Monismith C.L & McLean D.M 1972)(Witczak 2014). For the perpetual design of Victoria Avenue, the FEL was targeted at 100 micro strains as 70 is considered as too conservative (Sullivan B et al.). The strain at the top of the subgrade was limited to 200 micro strains (Newcomb D. et al, 2001)(Liedy J. 2014). The EME2 mix proposed is a hot mix -performance based asphalt- that was designed in the mid-seventies in France. The mix consists of a high viscosity bituminous binder with its stiffness attributed to the bitumen properties and hard penetration grade (Austroads 2014). The table below shows a summary of the perpetual pavement design. Engineering for Public Works | December 2016


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Table 9. Perpetual Pavement Design Summary New DG14 (mm)

EME2 (mm)

New DG20 (mm)

Existing Granular Base (mm)

New Granular Base Type 2.1 (mm)

Direction

Section

Location (m)

Prescribed/Counter

1

0 - 100

50

120

110

630

-

Prescribed/Counter

2

100 - 300

50

100

90

397

-

Prescribed/Counter

3

300 - 570

50

140

140

125

-

Prescribed/Counter

4

570 - 835

50

130

140

-

200

Although the overall asphalt thickness will incur high initial costs, consideration must be given to the designs structural longevity and minimal maintenance requirement throughout its life cycle. Life Cycle Cost Analysis A preliminary cost analysis has been conducted using the AASSHTO 1993 Pavement Design Guide for modelling the pavement performance for a period of analysis of 100 years. The cost comparison was performed using the deep lift asphalt and perpetual pavement design options. On this basis several rehabilitation options were considered along the period of analysis (100 years) using deep lift asphalt rehabilitation strategy. The following table shows the major rehabilitation treatments cost and routine maintenance cost scheduled on the two rehabilitation strategies. Table 15. Deep Lift Asphalt Treatment Cost Year

Treatment

Cost ($/sqm)

0

Construction

569.60

15 and 30

Major: Mill 120mm and Replace 140mm

398.70

45, 60 75 and 90

Major: Mill 200mm and Replace 200mm

569.60

12 years during design period

Routine: Crack Sealing (initial 3 years)

10.00

Routine: Surface Patching (next 4 years)

30.00

Routine: Heavy Patching (final 5 years)

50.00

Table 16. Perpetual Pavement Treatment Cost Year

Treatment

Cost ($/sqm)

0

Construction

1075.50

30, 60 and 90

Surface Treatment: Mill 50mm and Replace 50mm

138.30

10 years during design period

Routine: Crack Sealing

10.00

Routine: Heavy Patching (final 5 years)

50.00

Table 17. Net Present Value

NPV ($/sqm)

Deep Lift Asphalt

Perpetual Pavement

-1,255.61

-1,156.39

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After a detailed pavement investigation and testing, four pavement designs were proposed to rehabilitate Victoria Avenue in Moreton Bay Regional Council. Three of which were for the main carriage way and a cheaper option for the road parking lanes. The design process followed the mechanistic empirical design methodology and utilised properties of the mix designs to determine the asphalt material modulus and was adjusted for a six seasonal design. All designs incorporated the existing pavement structure where possible, particularly the foamed bitumen treatment and utilised high performance materials for a perpetual pavement design. The life cycle cost analysis showed that the NPV of the perpetual pavement strategy including routine maintenance cost is lower compared to the deep lift asphalt option. It makes the perpetual pavement strategy more attractive and cost convenient. A full benefit/cost (B/C) of the alternatives was not conducted, but it is anticipated that the perpetual pavement should have lower user costs (so higher benefits) compared to the deep lift asphalt. It will make a better B/C ratio for this alternative. Other financial variables like inflation or variable interest rates were not considered in the cost analysis that was conducted.

Thank you to Fulton Hogan for sponsoring the Facilities Tech Tour at the 2016 IPWEAQ state conference and for sponsoring our Closing Ceremony at The Fox.

Fulton Hogan creates, connects and cares for communities; building the roads, ports, airports, infrastructure and property which brings people together. They build communities literally from the ground up, starting with their own network of quarries, complemented by their asphalt, emulsion and precast plants. Fulton Hogan’s Queensland operations include a quarry and 13 asphalt plants, with civil construction, surfacing, and infrastructure services division for Queensland based at Brisbane, and road maintenance services are also available throughout the state.

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S W q b r a nc h p r e s i d e nt ’s R e p ort As 2016 unbelievably comes to a close, plans are already in full swing for our 2017 events. The 2017 South West Queensland (SWQ) Branch conference is being hosted by Western Downs Regional Council, 2-3 March in Dalby. Please mark your calendars now as even though we know Graham Cook is a very quiet and unassuming colleague, he will definitely organise an event not to be missed. If you are interested in delivering a presentation and earning up to 45 CPD points, please submit an abstract in response to the Call for Papers to be circulated early December. Any queries about topics, please contact WDRC’s Work Principal, Aaron Meehan at Aaron.Meehan@ wdrc.qld.gov.au . The state conference held 8-10 November 2016 at the Brisbane Convention & Exhibition Centre received great feedback and it

was also great to see that it was well supported by members from the SWQ Branch. It was also very pleasing to see that members and councils from our branch featured prominently in the engineering excellence awards. Out of the six people awards, five of the winners were from the South West Branch. Congratulations to our winners: James D’arcy (President’s Award), Angela Fry (Woman in Engineering), Craig Heck (Young Engineer of the Year), Michael Eastwell (Technical Officer of the Year) and Steve Forbes (Works Supervisor of the Year).

initiatives for our branch for 2017 and beyond, please do not hesitate to contact me at stephen@ shepherdservices.com.au. On behalf of members of the South West Branch, I would like to wish all of you a merry Christmas and we look forward to catching up in 2017. And don’t forget to visit us in Dalby for the first IPWEAQ branch conference on the program for 2017. See you then! Stephen Hegedus SWQ Branch President

We currently have a vacancy on the SWQ Branch committee for the position of Vice President due to Matt Sullivan’s resignation arising from new fatherly duties. I would like to take this opportunity to thank Matt for his valuable time and effort and for all his support. If you would like to be involved with the committee and planning

Our members enjoy a

strong sense of community through our proactive branch network.

SOUTH WEST QUEENSLAND BRANCH

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DEVELOPING A CITY TRANSPORT PLAN IN AN URBAN GROWTH AREA – LESSONS LEARNT  

FEATURE ARTICLE                                     An integrated local transport plan has recently been developed for the City of Ipswich in Queensland. This paper outlines 26 key ‘lessons learnt’ from its production that can be used by others when preparing a strategic planning document.

Nick Prasser

Tony Dileo

Principal Transport Planner Ipswich City Council, Queensland nprasser@ipswich.qld.gov.au

Infrastructure Planning Manager Ipswich City Council, Queensland tdileo@ipswich.qld.gov.au

Nick is an urban planner with 20 years of experience in the fields of transport system planning, investment programming and management - most of which has been in a high growth local government environment. Nick currently leads Ipswich City Council’s transport planning team and was the project director and primary author of the recently finalised City of Ipswich Transport Plan called ‘iGO’.

Tony Dileo holds a Bachelor of Engineering (Civil) and Masters of Engineering Science (Civil) with over 25 years of experience in both State and Local Government. He has worked in the areas of traffic operations, road safety, transport planning, road maintenance and asset management. Tony is currently the Infrastructure Planning Manager at Ipswich City Council where he leads a branch of municipal professionals in the fields of transport, traffic, road pavement, drainage, open space and facility planning at both the strategic level and the project identification, specification and scoping level.

DISCLAIMER: The views and opinions expressed in this paper are those of the authors, not necessarily Ipswich City Council. They do not form part of formal Council policy or corporate thinking.

Introduction The City of Ipswich is located to the west of Brisbane and is Queensland’s first regional city. The current Ipswich population of 190,000 is forecast to more than double over the coming decades. As a response to this growth, Ipswich City Council has recently developed a citywide transport plan (branded as ‘iGO’). iGO outlines Council’s aspirations to advance Ipswich’s transport system and to guide future transport policy, resourcing and investment decision making processes. This paper outlines the ‘lessons learnt’ through the development of iGO. These lessons can readily be followed by others for the successful production of a strategic planning document in a public sector organisation (not just in a local government transport realm). Aspects include drivers, branding, scoping and governance.

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Background CITY OF IPSWICH The City of Ipswich (‘Ipswich’) is centrally located in the urban growth region of South East Queensland (SEQ). To the northeast is Brisbane (the capital city of Queensland) and to the west are the agricultural areas of the Brisbane, Lockyer and Fassifern Valleys. The city is located on the Bremer and Brisbane Rivers and is positioned on the confluence of three national highways (Warrego Highway, Cunningham Highway and Ipswich Motorway) and a major railway line (which is included in the SEQ passenger railway system). Ipswich is approximately a 40 minute drive to/from the Brisbane Central Business District (CBD) and a one hour drive to/from the northern beaches of the Gold Coast.

“master-planned” communities at Springfield and Ripley with a combined planned future population of 200,000 residents and 75,000 jobs. The geographical position between the Brisbane and Ipswich CBDs has similarities to that of the Sydney and Parramatta CBDs (refer Figure 1). In fact, some market analysts call Ipswich the “new Parramatta” from a property development and demographic perspective. The future of Ipswich is bright with many opportunities for economic growth and community development. FIGURE 1 GEOGRAPHICAL COMPARISON BRISBANE & IPSWICH → SYDNEY & PARAMATTA

The key outcomes of iGO are: (1) F  acilitating travel mode choices Reducing Ipswich resident’s dependency on the car by facilitating competitive, attractive and sustainable travel mode choices (particularly for commuter trips) through the provision of quality transport infrastructure and incentives/ disincentives. (2) T  ransport and land use integration Fostering the development of strong, compact and connected mixed use activity centres and complete communities. (3) C  ulture Shift Clever new thinking and strong

Ipswich offers all the modern facilities and services of a progressive mid-sized city and is renowned for its architectural heritage (being first settled in 1820). The Australian Government operates a large Airforce and Army base in Ipswich (located at Amberley) that is considered Australia’s premier defence facility. Ipswich comprises an area of 1000km2 with a population of approximately 190,000 people and is one of the fastest growing local government areas in Australia. It contains 42% of the SEQ’s industrial land stock, two regional ‘activity’ centres (at Ipswich Central and Springfield Central) and a number of sub-regional and district activity centres to provide employment opportunities for residents in the future. The city also contains two large

CITY OF IPSWICH TRANSPORT PLAN (iGO) Ipswich City Council has developed the City of Ipswich Transport Plan (branded as ‘iGO’) that outlines Council’s aspirations to advance Ipswich’s transport system and to guide future policy, resourcing and investment decision making.

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leadership to make sustainable transport decisions. This includes new ‘non-traditional’ attitudes such as: • Promoting travel behaviour change for certain trips; • Taking a demand management approach to car use, parking, road network performance and


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traffic congestion (not demand satisfaction); • Balancing the needs of all users in the design and management of roads; • The development and uptake of new transport related technology; • Influencing institutional frameworks (i.e. employee core work hours and locations); and • Using innovation in regards to the cost, affordability, funding and financing of new infrastructure. Further information on iGO can be obtained from www.ipswich.qld. gov.au where the document can be viewed and downloaded.

It outlines where and how Council will devote its resources and policies over the coming decades to create the kind of Ipswich the community aspires to, and how Ipswich can contribute to sustainable growth in South East Queensland with a focus on residential capacity and employment generators. The development of Advance Ipswich involved extensive research and gaining input from residents, business operators and community groups. Under the goal of “Managing Growth and Delivering Key Infrastructure”, a key action of Advance Ipswich is to “develop and implement an integrated transport plan that provides a platform for enabling sustainable travel choices”. (2) South East Queensland Regional Plan The South East Queensland Regional Plan (SEQRP) is the Queensland Government’s urban growth management policy for the region. The main purpose of the SEQ Regional Plan is to restrict the growth of urban sprawl through two key mechanisms:

Lessons Learnt DRIVERS Every good project needs a reason to do it – a ‘driver’ - the ‘why’. Ipswich City Council developed iGO based on the following project drivers:

• Establishment of the ‘Urban Footprint’ which is a regulatory boundary to: - contain urban growth; - minimise speculation; - protect natural landscapes; and - retain rural areas with agricultural value. In essence, no urban development will be approved outside the urban footprint; and

(1) Advance Ipswich Advance Ipswich is Ipswich City Council’s long term community plan for the city’s future.

• Promotion of higher density mixed use living and infill developments in designated areas called ‘Activity Centres’.

The SEQRP also sets a future population target for Ipswich in which land use and infrastructure planning by Council and state agencies must align and subsequently service. iGO was developed based on the policy mechanisms and the city population target outlined in the SEQRP.

(3) Connecting South East Queensland 2031 Connecting South East Queensland 2031 is the Queensland Government’s transport policy for the region. This document predicts that the number of daily transport trips made by Ipswich residents will triple over the coming decades as a response to the SEQRP’s population target. Whilst Connecting South East Queensland 2031 sets the regional transport direction, iGO outlines more detailed local aspirations for the city’s transport future. It would have been difficult to gain any form of project initiation and momentum, including obtaining necessary budget allocations and securing organisational and stakeholder ‘buy in’, without having these project drivers. Learning #1: Having a number of project ‘drivers’ (reasons for doing the project) assisted with

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obtaining project momentum including necessary budget allocations and securing organisational and stakeholder ‘buy in’. BRANDING The formal name of the project is the ‘City of Ipswich Transport Plan’. However the project was branded with the nickname of ‘iGO’ with:

(1) ‘i’ representing: • Ipswich; • the individual (me, myself, I); and • intelligence (to align with the key project messages of “clever new thinking” and “embracing new technologies”); and (2) ‘GO’ representing: • Mobility; and • Moving forward with a positive outlook and strong direction. iGO’s branding was conceptualised by the Project Director, formalised by Council’s Marketing Branch and adopted through a Council resolution. Along with the iGO nickname, the project’s branding included a logo, a motto and colour palate. The branding is used to identify the transport plan including its outputs and to assist with the project’s positioning, marketing and public awareness. Feedback from the community is that the iGO branding is modern, clever, positive and easy to remember and identify with. In fact, internally

everyone across Council now refers to the transport plan simply as iGO. The intention is to continue to use the iGO branding as part of its delivery including more detailed operational strategies and network action plans, corridor studies, transport infrastructure projects, advocacy activities, community programs, public education, promotional campaigns and event sponsorship. All these activities will be linked back to iGO via its branding. Learning #2: Giving the project a ‘brand’ was a clever way to raise the profile and positioning of the project and will assist with its marketing, advocacy and subsequent delivery; ‘IN HOUSE’ PRODUCTION One option for the iGO development process was to engage an external consultant to undertake the entire project including research, stakeholder engagement and report writing. However, one of the key pieces of guidance provided by Council’s strategic project advisor (refer below for further information on the Strategic Advisor) were the benefits of Council producing iGO internally for greater control over, and ownership of, project inputs, outputs, outcomes and intellectual property. Whilst external technical expertise was procured to assist with various aspects of iGO (e.g. public transport research and network demand forecasting and scenario testing), 90 percent of iGO was produced ‘in house’ using internal Council resources including project management, engineering, planning, report

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writing, marketing and stakeholder engagement expertise. This will lead to corporate capacity benefits for Council in the future by having staff with the knowledge and expertise to drive its delivery. Learning #3: Undertaking the greater majority (90%) of the development of iGO ‘in house’ (using internal resources) provided greater control over, and ownership of, the project’s inputs, outputs, outcomes and intellectual property that will have future corporate capacity benefits for Council in the delivery of iGO. PROJECT TEAM As part of the project’s inception, a project team was convened as outlined in Figure 2. FIGURE 2 PROJECT TEAM

Project Director The Project Director (Council’s Principal Transport Planner who operates at the corporate ‘team leader’ level) initiated the project, led its resourcing, branding, positioning, scoping and scheduling and provided strategic guidance, mentorship and ideas to the Project Manager. The Project Director also ensured project momentum during each development phase of the project. Due to resourcing issues, the


53

Project Director also took on the Project Manager’s role in the latter part of the project including author of the iGO document and materials. This allowed the Project Director to gain intelligence of all of iGO’s details. Project Manager At the ‘day to day’ operational level, the development of iGO was led and coordinated by a dedicated Project Manager. The role of the Project Manager: • Had a specific position description written for it with a remuneration level reflective of the role having key performance targets and a degree of working autonomously; • Was resourced as a ‘project position’ using an existing vacant full time equivalent position; • Was recruited using Council’s protocols (i.e. advertised both internally and externally with a shortlisting and interview process, selection made by a panel and appointment made by an executive manager); and • Filled by an internal applicant who was seconded to the role on a temporary basis (initially for a period of two years). Whilst there were a number of quality external applicants that were interviewed for the role, the interview panel made the strategic decision to select an existing Council officer who did not necessarily have the same level of experience and qualifications as the external candidates but had the following attributes that were considered highly desirable for project success: (1) A  strategic thinker (but also with some technical intelligence); (2) H  ad a liking of the project’s

subject matter and showed a desire for achieving quality outputs; (3) G  ood inter-personal skills to establish positive working relationships with (and influence) stakeholders; (4) B  e happy to get down into the minutia of project management (e.g. convening workshops, preparing meeting agendas, presentations and minutes, procuring and managing consultants, raising purchase orders, paying invoices, writing reports and controlling budgets); (5) H  ad some local knowledge (not only geographical familiarity of the city but awareness of current community issues and political affairs); and (6) H  ad experience with the organisation’s protocols, systems, governance and corporate structure to “hit the ground running”; Strategic Advisor The Project Director appointed a Strategic Advisor to provide guidance and direction to Council during the project resourcing, inception, scoping and planning phases. In the role of Strategic Advisor, Council was lucky enough to secure the services of a highly regarded transport planning professional who directed the development of Connecting SEQ 2031 (the Queensland Government transport policy for the region) and strategic transport plans for the local governments of Brisbane and Gold Coast. He was able to ‘open doors’ for Council at the Queensland Government’s Department of Transport and Main Roads and

align iGO’s policy focus areas toward regional targets, objectives and outcomes. The Strategic Advisor also provided guidance on matters relating to governance, reporting, visioning, report structures and stakeholder engagement. The Strategic Advisor was commissioned for 250 hours of work over a nine month period which equated to about one day a week during the initial stages of the project. The Strategic Advisor worked the majority of his hours from Council’s administration office with some document review tasks undertaken at home. The Project Manager ensured relevant meetings were scheduled on the days the Strategic Advisor was in attendance at the Council office. Technical Working Group The development of iGO included the establishment of a small technical working group that consisted of the Project Director, Project Manager and Council staff from the traffic engineering, transport planning, land use planning, environmental management, community development, marketing and stakeholder engagement professions. The technical working group met formally on several occasions during the iGO development process and were individually called upon by the Project Manager to provide input and review from their respective area of expertise. Executive Sponsor Whilst two members of Council’s Executive Management Team (EMT) were members of the iGO Steering Group (refer to the Governance section over), in hindsight a ‘sponsor’ at the senior

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management level would have offered benefits to the overall operation of the Project Team. The sponsor would have established greater levels of communication with the EMT and provided executive ownership of the project and its outcomes. An Executive Sponsor will be identified as part of the delivery of iGO. With regards to the Project Team, the following learnings were taken away: Learning #4: Establish a project team with not only: (1) A  ‘Project Director’ - to lead project resourcing, inception and scoping and provide guidance and mentorship to the Project Manager; But also: (2) A  n ‘Executive Sponsor’ - to ensure senior management ownership of the project and its outcomes; Learning #5: Appoint a dedicated Project Manager with a specific position description created for the role and a remuneration level suitable for a role with key performance targets and a degree of working autonomously. Learning #6: Select a Project Manager who has the following attributes: (1) Strategic thinker; (2) L iking of the subject matter and thus a desire to achieve quality outputs; (3) A  ble to establish good working relationships with stakeholders; (4) H  appy to perform ‘day to day’ operational tasks; Preferably: (5) S  ome local knowledge; and (6) A  n understanding of the

organisation’s processes. The role may best be filled by an existing employee within the organisation whom could be seconded into the position for the project duration. Learning #7: Appoint an external Strategic Advisor with substantial expertise in the project’s subject matter to provide guidance and direction to the Project Manager, particularly during the inception, scoping and project planning phases. Learning #8: Establish a small Technical Working Group to obtain input from other areas of expertise within the organisation. POLITICAL CHAMPION As part of the development of iGO, Council was fortuitous to have a Councillor who provided strong and enthusiastic leadership to the project, the Project Director and Project Manager – a ‘Political Champion’. Whilst not specifically called or known as this title, in hindsight, this is exactly what this person was – a local elected representative who acted as the project ‘owner’ or ‘principal’ at the political level. The iGO Political Champion: • Is a local Councillor with over 12 years of political experience; • Is Chairperson of Council’s Infrastructure Committee (one of seven standing committees that form the key to local government’s governance process). In essence, the political leader of Council’s infrastructure planning, design and delivery portfolio; • Acted as Chairperson of the iGO Steering Group (refer to the Governance section below);

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• Was regularly briefed on the progress of the development of iGO by the Project Manager; • Had input into project branding and scheduling; • Was directly involved in both the ‘soft’ and ’hard’ launches of iGO; • Was Council’s ‘spokesperson’ in media releases and other marketing activities; • Attended many briefing sessions with the Project Director and Project Manager with external stakeholders; • Identified and established relationships with external “Project Advocates” (refer to the section below); and • Is keen to see the outcomes of iGO achieved over the coming decades. The Political Champion will now provide leadership in the delivery of iGO. Learning #9: Having an enthusiastic Political Champion provided project leadership, ownership and momentum at the political level. GOVERNANCE The iGO Governance Structure is outlined in Figure 3. This sets out the framework in which decisions relating to the development iGO were undertaken. FIGURE 3 iGO GOVERNANCE STRUCTURE


55

The draft and final iGO document and their contents were approved, and its final outcomes adopted as policy, through Council resolution. As such, the final decision making process for the development of iGO followed Council’s formal standing committee governance process as per the Queensland Local Government Act 2009. During the development of iGO, strategic guidance was provided to the Project Team through the establishment of an iGO Steering Group. This included advice and ‘sign off’ on iGO’s vision, objectives, mode share targets, network scenario testing, policy focus areas and key project messages. The iGO Steering Group: • Consisted of seven members (approved by Council through resolution): -C  hairperson of Council’s Infrastructure Committee (also Chairperson of the Steering Group and iGO Political Champion); - Chairperson of Council’s Planning & Development Committee; - Chairperson of Council’s Environment Conservation Committee; -C  hief Operating Officer (Infrastructure Services) * - City Planner * - 2 x Senior Managers from the Queensland Government’s Department of Transport & Main Roads (Policy & Planning Branch and Regional Office) * member of Council’s Executive Management Team

• Had a formal charter / terms of reference approved by Council; and

• Met on ten occasions (with the issuing of formal agendas and meeting minutes) during the development of iGO. The benefits of having a Steering Group for the project were to circumvent having to report all aspects of iGO through Council’s standing committee process (whilst still obtaining political input along the way) and to gain Queensland Government ‘buy in’ to the decision making process. The iGO Steering Group will continue to be convened to provide direction to Council officers on the delivery and monitoring of iGO. Learning #10: Establishing a Steering Group, as part of the project’s governance structure, provided direction to the project team and assisted with effective, timely and robust decision making. Membership of the Steering Group was a mix of politicians and senior bureaucrats as well as state government representation. REPORTING To ensure all politicians were informed of the project delivery process and were part of the iGO development ‘journey’, a number of reports were presented to Council through the standing committee governance process. This included: • Project inception and governance framework; • Scoping & Issues Paper; • Ipswich Transport Futures Paper (visioning document); • Progress Update; • Draft iGO Document; • Feedback Log; and • Final iGO Document

Learning #11: Providing regular reports to Council (through the standing committee governance process) ensured all politicians are ‘kept in the loop’ and thus part of the project ‘journey’. QUEENSLAND GOVERNMENT ‘BUY IN’ From the start, the Project Director wanted iGO to be a “plan for Ipswich” – not just a “plan for Ipswich City Council” – that is, taking a “One Network” approach to strategic transport planning to ensure integration. To achieve this outcome, it was important to obtain some project ‘buy in’ from the Queensland Government as they are responsible for some of the road network, operate public transport services and provide funding assistance to local governments for road safety and bikeway projects. This ‘buy in’ was achieved by aligning iGO with the state’s strategic direction provided in such documents as the SEQ Regional Plan and Connecting SEQ 2031 and by including the Queensland Government in the documents actual development. Council was able to obtain representation from the Queensland Government (through their Department of Transport and Main Roads - TMR) on the iGO Steering Group and establish a point of contact within TMR who coordinated input and single organisational responses back to Council. So the ‘One Network’ approach was somewhat achieved. Unfortunately the political colours of the Queensland Government changed in early 2012 (after the development of iGO had just

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commenced) where short term thinking in a fiscally constrained environment was the policy focus with cuts to public service staff numbers (and thus morale). Any strategic thinking and longer term planning (that is, anything further out than the next election) may have been supported by words by the Queensland Government at the time but never backed up with actions. As such, it was difficult to obtain any substantial ‘buy in’ from TMR when developing iGO. Whilst they reviewed the draft iGO document and provided good feedback, there was limited interest or energy shown. With the Queensland Government setting Ipswich population targets in the SEQRP in which land use and infrastructure planning must align, and their transport related aspirations for the region outlined in Connecting SEQ 2031, it is anticipated adequate level of support is provided by the Queensland Government to assist Council in delivering iGO. In particular, supporting its land use / transport integration outcomes (in an updated SEQRP) and with the proper funding of quality public transport services to give commuters a viable travel choice other than just the car.

tasks, meetings, reporting and milestones and their associated timing. The project plan was prepared based on the phasing outlined in Figure 4 (below). Whilst the project plan was adjusted a number of times during the development if iGO, it consistently followed the project phasing. The project phasing was used by others outside the project team (e.g. Steering Group, TMR, community) to follow the development of iGO and its progress in a simplistic and easy to understand manner. This included using it in project material such as community newsletters, website and reports to Council. Learning #13: Identifying and then consistently following a strategic phasing for the project informed the detail project plan

/ schedule and allowed others outside the project team to follow the development of iGO and its progress in a simplistic manner. SCOPING As part of the project ‘discovery’ phase, the scope of iGO was identified and approved by Council. This included details relating to the iGO’s context, horizon, modes, issues, challenges and risks. Items that were considered ‘out of scope’ were identified and documented. Having the scope identified and approved during the project’s inception stage was crucial to allow the Project Team to develop iGO with confidence and a high degree of certainty. One of the key scoping items for the Project Director was that iGO was not to be a “motherhood”

FIGURE 4. iGO DEVELOPMENT STRATEGIC PHASING

Learning #12: Obtaining project ‘buy in’ from the relevant State Government agency (through actions, not just words) ensured it was a strategic transport plan for the city, not just a strategic plan for the organisation. STRATEGIC PHASING A detailed project plan was developed and regularly updated during the development of iGO. The project plan included a schedule that outlined information relating to specific project

document. Some initial views of senior managers were for iGO to be developed in a short period of time and contain simple ‘feel good’ statements but little

Engineering for Public Works | December 2016

substance or commitments. However, the Project Director was keen to steer away from this approach because it was believed


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that such a motherhood document would never be practically used to inform further planning, policy and investment work - it would simply sit on a shelf and collect dust. Whilst iGO is a strategic longer term planning document with some high level principles and aspirations, it also contains details on transport opportunities, challenges, policy focus areas, actions and network maps. It outlines where further transport planning and analysis effort is required in coming years and information on how it will be delivered, resourced and monitored. Obviously this approach to scoping iGO made it longer to produce. iGO is now structured and scoped to ensure all Council’s future transport planning activities, operational strategies, policy development and infrastructure projects can be readily linked back to iGO and its outcomes and brand. Learning #14: Identifying the project scope (including out of scope items) and getting it approved by Council allowed the Project Team to develop iGO with confidence and certainty. Learning #15: Whilst taking longer to produce, scoping iGO with some substance and commitments (not just a ‘motherhood’ document) produced a practical document that will allow for Council’s future budgets, transport planning activities, operational strategies, policy development and infrastructure projects to be readily linked back to iGO and its outcomes and brand. HORIZON The SEQRP has set a population

target for Ipswich of 435,000 people by 2031 in which Council’s land-use and infrastructure planning is expected to align and subsequently service. Given the population of Ipswich is currently about 190,000, it is considered unlikely that this target will be reached. It would require an annual citywide population increase of 16,000 consistently over the next 15 years which equates to approximately 120 new dwellings being constructed every week across the city. Forecasting indicates this timeframe will require significant, and unsustainable, levels of investment in the transport system to ensure the population’s travel demands are met. It is more likely that the population target set for Ipswich will be reached in 2041 or later. To align with the SEQRP requirements, whilst being realistic in terms of investment levels, iGO’s horizon is still based on the 435,000 population target but not the 2031 timeframe. In essence, rather than iGO including a year, it uses population triggers as its timing threshold (i.e. 435,000 with interim populations of 250,000 and 350,000). This outcome still sees iGO outline a level of timing and investment commitment to future actions, programs and projects but also allows a degree of flexibility and resilience to the document and its outcomes. Learning #16: Using a population target, rather than a specific timeframe, as iGO’s planning horizon aligns with Queensland Government regional planning objectives, ensures a level of commitment to actions yet allows some degree of flexibility and resilience to the document and its outcomes.

BUDGET The production of iGO cost in the order of $1 million over a four year period. This amount includes human resourcing and operational expenses such as consultants, marketing and printing. For many local authorities, this figure may be considered high. However, this amount ensured the development of a document with substance and high production values and which can be used as an advocacy tool to assist with securing funding from state and federal governments and the private sector. As such, it is seen by Council as an investment rather than a cost. Learning #17: Budget the development of a strategic planning document depending on its scope and the production values of the outputs. Learning #18: If to be used as an advocacy tool, funding used to develop a strategic planning document should be seen as an investment rather than a cost. DURATION It took nearly four years of strategic planning effort to fully produce iGO from project inception through to publicly releasing the final document. Having never developed an integrated local transport plan before, it was initially thought that iGO would take about two years to prepare. However a number of circumstances arose during the development of iGO that meant the project plan had to be adjusted with milestones pushed out in time. These extensions were either approved by the iGO Steering Group and/or supported by the iGO Steering Group Chair. These delays related to:

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• The project not being allocated sufficient funds in Council’s budget in the second year to undertake the demand forecasting and scenario testing tasks, thus pushing them into the next financial year; • The demand forecasting and scenario testing taking much longer to scope and undertake than expected; • An extended timeframe to get the mapping and graphic design outputs right; • Local government elections, and the associated ‘care taker’ mode, impacting on decision making timeframes; • A lengthier timeframe required to assess the feedback received and properly produce the final document; • Some continuity issues when the Project Director took over the coordination of the project during the development phase due to the Project Manager taking up a new position with another organisation. Given the quality output produced and the positive feedback received on iGO, the learning is to set realistic timeframes for the development of strategic planning documents. This includes not rushing outputs for the sake of meeting ambit deadlines but also ensuring there is project momentum throughout each project phase to get the project over the line (best overseen by the Project Director). Learning #19: When preparing the project plan, set realistic timeframes for the development of strategic planning documents. This includes not rushing

outputs for the sake of meeting ambit deadlines but with the Project Director ensuring there is momentum throughout each development phase. MODELLING The development of iGO included a transport modelling component which included the development and calibration of a baseline model, demographic forecasting and profiling and the testing of various network, investment, employment and mode share scenarios. This task took up a significant amount of project resources. Whilst modelling and demand forecasting is important to undertake, with some interesting results obtained that allowed the Steering Group to make some informed decisions about mode share targets, in hindsight too much emphasis was put on the modelling task. The data obtained (and then used) did not correlate with the value taken out of the project’s time, cost or the frustration caused to the project team. In fact, the modelling task did have an impact on the project’s momentum where the Project Team’s focus was diverted to modelling inputs and outputs rather than on overall project outcomes. The lesson learnt is that transport modelling is not really suited to a ‘citywide’ strategic level. Better modelling outcomes will be gained at the area and corridor levels. Learning #20: Whilst important to undertake, don’t put too much emphasis on the transport modelling tasks when developing a citywide strategic transport plan as it will impact on time and costs and effect project momentum. Learning #21: Traffic modelling is

Engineering for Public Works | December 2016

best suited to be done at an area or corridor level rather than the citywide level. STAKEHOLDER ENGAGEMENT As part of the project inception, a Marketing & Communications Plan was developed that identified key project stakeholders and the process to be followed in engaging with them. This included: • ‘Soft’ public launch (including the release of a newsletter) soon after the commencement of the project to make the community aware of the project and the reasons for doing it, and to seek stakeholder feedback on their aspirations for Ipswich’s transport future. • ‘Hard’ public launch (including the release of the draft iGO document and a second newsletter) with a four week feedback period. • Workshops with, and briefings of, key stakeholders including local, Federal and State politicians, community, business, education and transport user groups, media outlets, prominent community members (who could act as project ‘advocates’) and various branches of TMR. Feedback received as part of this stakeholder engagement process was used to formulate and finalise iGO. Learning #22: Developing and implementing an approved Marketing & Communications Plan provided the project team with the opportunity to position the project with key stakeholders, gain valuable input about community aspirations, obtain the support from potential project advocates and secure positive media relationships.


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PRODUCTION VALUES The final iGO document is of a high production value with an easy to read structure and quality graphics and printing outputs. The document was structured to include a four page “Fast Facts” section for the casual observer and a ten page “Executive Summary” for people with more interest in the subject matter but not necessarily the time to read the entire technical part of the document.

culmination of four years of strategic planning effort by Ipswich City Council and the end product is Council’s master plan for the city’s transport future. However, the initiation and development of this key strategic document was not without issues. There was some negativity to address and some resourcing barriers to overcome. This included issues with its scoping, governance and budget.

A free-lance graphic designer was contracted to produce the iGO document including the report layout, graphics, mapping, photos and copywriting. Whilst this task could have been outsourced either to an external company, or to Council’s marketing team, the philosophy of producing the majority of iGO ‘in house’ saw the graphic designer embedded into the Project Team where he worked on a day to day basis throughout his contract period under the direct guidance of the Project Manager and where the free flow of ideas and adjustments could be made in a creative and timely manner. This resulted in the graphic designer having ownership of the project and its quality outputs and production values.

There were two factors that ensured the project did not stall, go too far ‘off the rails’ or was dropped completely. These were the project’s purpose and strong leadership. While individuals such as the Project Director and Political Champion all brought drive, experience and passion to the project it was the project purpose that kept the project on track and focussed. Having a clear, well defined and understood purpose is where strength could be drawn from. That is, strength comes from the purpose and not just the individuals.

Learning #23: Structuring the iGO document with a (1) Fast Facts; (2) Executive Summary (3) Technical sections allowed it be accessible and easily comprehended by the various target audiences. Learning #24: Embedding a graphic designer into the project team during part of the iGO development process ensured the free flow of creative ideas and high production values. PURPOSE & LEADERSHIP The finalisation of iGO is the

Whilst strength comes from the purpose, strong leadership from key individuals was also critical to project success. Knowing and believing that they were ‘doing the right thing’ and ‘sticking to your guns’ in sometimes difficult circumstances requires strong leadership. Learning #25: Having a clear well defined and understood project purpose is where individuals can draw their strength from. Learning #26: Demonstrating strong leadership by knowing and believing that you are doing the right thing and ‘sticking to your guns’ is critical to eventual project success.

Conclusion The development of iGO is considered a major accomplishment at both the political and bureaucratic levels. However the true measure of its success will be in its implementation over the coming years. This paper outlines the lessons learnt when producing a citywide transport plan that can be used by others when developing a strategic planning document for a public sector organisation.

Media Release How to successfully develop an integrated transport plan can be downloaded here

FOR RELEASE 17 October 2016

ted How to successfully develop an integra transport plan

draws closer, Australasia, Queensland State Conference As the Institute of Public Works Engineers Council’s successful to share insights into the Ipswich City Transport Planner Nick Prasser is preparing integrated transport plan. took four years to develop first ever integrated transport plan, Launched in June 2016, iGo is the city’s for the team at Ipswich City Council. and brought with it an array of learnings industry state conference which will bring together Prasser will be speaking at the IPWEAQ insights. Mrto and share discussion, be given to when the outcomes ofinthe project will surface; it’s thatlearn, generation with which the provoking thought experts from across the state to engage branding needs to resonate. Centre, the conference will Brisbane Convention and Exhibition streams of Held between November 8-10 at the 12 feature will and Produce a plan in-house authorities on engineering bring together 400 of the state’s leading speakers. keynote seven as as well content across a range of topic areas Project ownership is a huge benefit when compiling a comprehensive plan that will survive over integrated developing the through consultants awayexternal took decades. We made the decision with to only engage to help compile specific his team andiGo Mr Prasser will share 26 learnings he similar tasks. parts of the report. and advice on the best way to approach transport plan and will provide insight Transport Planner Nick City Council to Ipswich While engaging external to draft key elements canPrincipal have its benefits, ownership and be attributed canconsultants comments following The intellectual property can be lost so we found that having an in-house team putting the plan together Prasser. helped us generate and leverage internal buy-in from key decision makers What went well? Corporate capacity building is great for synergy and producing iGo in-house helped with that. Branding Secure a political champion iGo a personality. This logo was the most effective way to give and Branding the project with a name and the community, awareness of its goals rapport with buildingchampion theofproject Securing the support a localinpolitical is the critical link between the corporate entity and assisted personality advocacy. for marketing a tool used aaslocal the community. Having advocate, ratherand than a state or federal level champion, assisted in and was aspirations, communicating the benefits of iGo to the broader community over a longer period of time. public, general with the resonate traditionally not would that one needs Particularly when the project is with the community. Consideration awareness the profile way of This champion needs to raise be a part of the and process from the beginning. is clever branding

Lessons we learnt No executive buy-in Similar to a political champion to advocate to the public, it’s equally as important to consider securing an internal, executive sponsor who understands and believes in the project its objectives. There were times where the we needed to go to senior management to get a decision and our lack of executive level sponsor made it hard to land on the decision we needed. When forming a steering committee, this executive sponsor should sit on that to ensure the right messages are being broadcast among key decision makers in your company. Traffic modelling When you address a plan there is a range of traffic modelling around demand and what’s required for the future. Looking back, when doing this element for iGo, too much work was done around the traffic modelling component, which blew the budget and didn’t provide us with any better outcomes. Traffic modelling is a crucial element however it needed to be done at a corridor level rather than city level. This slowed our process down significantly and doubled our timeframe, but it gave us the outcomes that we needed for the project. State Government buy-in If you’re producing a plan that will be beneficial for an entire city, state government buy-in will help the project become the best version of itself.

Engineering for Public Works | December 2016


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Standard Drawings for General, Drainage and Water Quality, Parks, Roads, Homeowner.

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NQ B r a nc h P r e s i d e nt ’s R e p ort As 2016 draws to a speedy close, in no time at all we will need to start thinking about branch activities for 2017. We are disadvantaged by the tyranny of distance in the north making it more difficult than our southern counterparts for regular face-toface meetings and events. We will once again hold an annual branch conference in July or August and invite you to submit suggestions on destinations and venues. The state conference next year will be held in Townsville, 24-26 October during the Rugby League World Cup (RLWC2017). Fiji play the USA in Townsville on Saturday 28 October so be sure to book early for the conference and extend your stay for the game and the weekend if you wish. This is the pinnacle event in international rugby league which follows the pinnacle event for the public works sector in Queensland. The state conference held in

Brisbane, 8-10 November 2016 was a huge success with 333 delegates, 37 councils and 54 organisations represented and we are hoping to repeat that success when the conference returns to the north. Early registrations will commence in March so please be sure to initiate your approval process as soon as possible. And be sure to use the IPWEAQ ‘letter to your boss’ if you need support making your application. If you would like to be involved on the NQ Branch committee, please do not hesitate to contact me. We are looking for energetic, enthusiastic members to help develop new initiatives for 2017. Please send Expressions of Interest for the NQ Branch Committee to me at B.Gardiner@cairns.qld. gov.au with copy to our official Returning Officer and CEO, Leigh Cunningham at Leigh. Cunningham@ipweaq.com. Please note that there are no elections for branch committee members; only the position of branch president requires nominations

and an election as this position is a member of the IPWEAQ board. Once again, a special thank-you to our IPWEAQ Partners who made the journey to Lucinda for our NQ Branch conference and to our conference sponsors and exhibitors. We look forward to your continued involvement in our branch activities next year. As you may be aware, Lucinda was the first conference in the 2016-2017 IPWEAQ Conference Grand Slam. A number of NQ Branch members are still in the running for the Grand Slam after also attending the state conference in Brisbane so let’s hope the inaugural title comes to north Queensland. Next up is the SWQ Branch conference in Dalby (2-3 March 2017) and CQ Branch conference in Yeppoon (23-25 March 2017). I look forward to seeing you then. Bruce Gardiner NQ Branch President

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co n gratulatio ns t o t he B e s t Paper awa rd re ci p i e nt s for 201 6 IPWEAQ STATE CONFERENCE, BRISBANE November 2016 KERRY DOSS Brisbane City Council The Changing Face of Brisbane

NQ BRANCH CONFERENCE, LUCINDA August 2016 NATASHA MURRAY

SWQ/SEQ BRANCH CONFERENCE, NOOSA April 2016 ALLAN HULL

CQ BRANCH CONFERENCE, EMERALD June 2016 CHRIS SHIELDS

Cairns Regional Council

Noosa Council

Calibre

A CASE STUDY: Soil nailing and wire mesh landslip repairs

Moores Creek Trunk Sewer Bridge

Transport Asset Revaluation

RESERVE THE DATE! We invite you to join us for the President’s Breakfast to thank our Partners for their valued contribution to IPWEAQ

President’s Breakfast Friday 10 February 2017 | 7:00 – 9:00am Captain’s Room | The Pavilion | Allan Border Field 1 Greg Chappell Street, Albion RSVP via email to Leigh.Cunningham@ipweaq.com by 1 February 2017 Engineering for Public Works | December 2016


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JOB VACANCY

Project Officer Water and Wastewater • Project scheduling focus • Key Capital Works initiatives • Genuine ‘hands-on’ role Approximately 2.5hrs from Brisbane, South Burnett is home to nearly 30,000 residents and built around a hub of five key communities. The region combines the natural beauty of Regional Queensland with vibrant and growth focused business and industry, including traditional and emerging agriculture, broadranging tourism and of course close proximity to all the worldclass natural attractions of Wide Bay Burnett.

Your initial focus will be to streamline current project scheduling processes with the key objective of increasing efficiency and reducing costs. In addition, you will play an essential role in providing both informed advice and hands-on support in the planning, construction, management and monitoring of all water and wastewater activities. This is a role that calls for the ability to roll up your sleeves and get things happening quickly and efficiently. A strong background in capital works based project management is essential, likewise experience with scheduling maintenance activities. Water/ wastewater, design skills and treatment plant/pump station experience would be ideal but not essential. A competitive salary package and genuine career development

opportunities are combined with an exceptional work/life balance that only regional Queensland can offer. PLEASE REQUEST THE CANDIDATE INFORMATION PACK FROM THE MCARTHUR WEBSITE BEFORE SUBMITTING YOUR APPLICATION. FOLLOW THE PROMPTS FROM THE EMAIL RECEIVED IN ORDER TO UPLOAD YOUR APPLICATION SUCCESSFULLY. To apply visit mcarthur.com.au and enter 133510 in the job search field. For any queries, call Julie Ford on (07) 3211 9700. Applications close, Monday, January 9th, 2017. Please visit our Jobs page for the latest positions available in public works across Queensland.

Merry Christmas and happy new year FROM ALL OF US AT IPWEAQ

Engineering for Public Works | December 2016

EPW December 2016  

Engineering for Public Works (EPW) is the professional journal of the Institute of Public Works Engineering Australasia, Queensland (IPWEAQ)...

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